I am more and more convinced that organisations that adopt (or are sold) Kaizen Blitzes as a way of achieving broad-scale sustainable performance improvement are inevitably going to be very disappointed. They are falling into the typical Western (UK/US and non-Japanese) trap of seeking a Silver Bullet that will be the answer to many, if not all, of their current performance problems.
Why would anyone with any common sense believe that a 1 week rapid improvement workshop is likely to make a significant difference to an organisation? Culture change happens in units of one (person by person) and a workshop involving perhaps 10-20 people is hardly likely to make that much difference, however representative of the wider organisation those people might be.
Think about it: how will 10 people from one particular process manage to convince several hundred more from other offices or areas of the business? Those others are unlikely to buy in as a result of listening to a simple presentation of a new process made by those who attended the Blitz (or worse still by the consultants who facilitated it). You might get a bit more support by engaging them in a workshop-type activity, but this can’t possibly engender the same levels of understanding and commitment that the original 12 people got from their 5-day workshop.
Find out why most Kaizen Blitzes are doomed to fail. Download the full article here.
You might also like to read: Kaizen Blitz – An Introduction