June 25, 1998
Kaizen ImpAct
Michael Bremer – Principal – The Cumberland Group

How many times have you heard (experienced) from a client something akin to:"Sounds like a great idea but it'll take too long. Isn't there a way to do this in less time--say a week?" One answer might be "Kaizen ImpAct", the fast cycle process improvement methodology which Michael Bremer, Principal of the Cumberland Group, showcased at the ODN/C June program meeting.

"Kaizen ImpAct" is a team based approach for rapid analysis, solution development, and fast-paced implementation. It draws on the strengths of "Kaizen" (continuous improvement)and "Improvement Action". The "Improvement Action" methodology is based in business process improvement and action research with a good dose of Bremer's own acumen regarding business team methods. "Kaizen ImpAct" is useful for point specific process improvements by a single team or as a prelude to organization-wide continuous improvement efforts. The small, value-adding successes experienced by ImpAct teams build confidence that can be the foundation for more pervasive change. "Kaizen ImpAct" is designed for about a five day turn-around.

There are four major phases to the methodology. First, project scope and organization are defined, goals and opportunities are articulated, boundaries are set, and ImpAct teams are selected. Usually this takes one day. Second, a one-half day skills development workshop is held. During an experiential process simulation team members learn ImpAct analysis and process improvement techniques including waste identification and the use of analytic tools.
Third, on-site project work and implementation occur. Data collection and analysis, identification of root causes, experimentation with various solutions, action implementation "on the spot" take four to five days. Also during this phase action plans for next steps and further improvements are developed. Finally, as warranted results achieved are recognized.

In his presentation Mr. Bremer demonstrated the visual nature of ImpAct analysis and improvement techniques. Michael conducted an abbreviated version of the process simulation exercise at the program meeting. Six members of the audience volunteered to form the ImpAct team for the evening. The assigned task of the team was to manufacture ping pong balls with advertising logos.

Predictably, there were many work rules and other obstructions to inhibit effective communication and efficient production. Following an initial walk through of the demo process and a debrief with Bremer the team quickly redesigned their workflow to allow for establishment of two additional production lines with no increase in manpower.

Following the simulation Michael shared his personal observation regarding the "Kaizen ImpAct" process. Upfront planning and project definition in detail are invaluable to ensuring the success of interventions. Most importantly, be sure your client is the right sponsor at the right level in the organization to ensure success. (Clout--as we in Chicago all know--goes along way.)
Metaphorically, view the process as a voyage of discovery into the untapped strengths and potential which currently exist in the organization. Precise data collection and establishing facts that lead to identification of root causes is promoted by asking "Why?" in at least five different ways. Keep focused on the customer by asking, "how does this activity add value to the
product or service provided?" Finally, "quick and crude is better than slow and perfect." In other words,"Just do it!"

The June program meeting concluded with an examination of the relationship of "Kaizen ImpAct" to the larger meaning, values and context of OD as a profession. JoAnn Hefferle, ODN/C program co-chair, facilitated this discussion.

For further information on "Kaizen ImpAct" please contact Michael S. Bremer, Principal, The Cumberland Group, 312 W. Hickory, Hinsdale, IL 60521, voice (630) 357-6600, FAX: (630) 789-8261, e-mail: cgcmike@aol.com.

Bob Niemi (rjn@po.cwru.edu)