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Kaizen event planning

A complete kit for planning and running improvement workshops

Event name:

Date(s):

Sponsor:

How to use this template

A Kaizen event (also called a Kaizen Blitz or Rapid Improvement Event) is an intensive 3-5 day workshop where a cross-functional team improves a scoped process right away. Kaizen (Japanese: "change for the better") focuses on many small improvements implemented quickly — not the perfect solution, but a good solution realised now.

When do you use it?

When a process has clear, identified problems that need cross-functional collaboration to solve. Well suited to SMED projects, 5S implementations, flow improvements and layout changes. It requires sponsor backing and dedicated capacity for the team.

Preparation is key

A kaizen event that starts Monday requires preparation the week before: data gathered, the process observed, participants briefed, room and equipment ready. An unprepared workshop loses 1-2 days figuring out what the problem is.

Step by step

  1. Fill in the Event Charter with sponsor, goal (SMART), scope and success KPI — before the event starts.
  2. Assemble a cross-functional team: including operators who know the process, not just managers.
  3. Follow the 5-day agenda: Understand → Analyse → Improve → Standardise → Anchor.
  4. Implement quick wins immediately — avoid planning what ought to be implemented.
  5. Measure results against the baseline on day 5 and present to management.
  6. Hold a 30/60/90-day follow-up — the kaizen gains consolidate over time, not on day 5.

Watch out

  • A kaizen event without sponsor participation on day 1 and day 5 loses momentum and priority.
  • Improvements implemented during the event that "roll back" in the following weeks indicate missing standardisation and follow-up.
  • Limit the scope to what the team can realistically change in 5 days — ambitions that aren't realised kill future motivation.

Typical results

A well-run kaizen event typically achieves:

  • 20-50% reduction in lead time
  • 30-60% reduction in changeover time (SMED)
  • 40-80% reduction in transport waste — realised within week 1

Method: Masaaki Imai, “Kaizen: The Key to Japan's Competitive Success” (1986); combine with PDCA for lasting anchoring.

Event Charter

Problem / Business opportunity

What is the problem to be solved?

Event goal (SMART)

Concrete measurable result in 3 months...

Scope (what is in)

Out of scope (what we don't touch)

Success KPI / baseline

Team and roles

RoleNameDepartment% of time allocated
Sponsor (management)
Facilitator / Lean Coach
Team leader (the process)
Operator/expert 1
Operator/expert 2
Operator/expert 3
Support function (IT/Maintenance)
Observer/learning

5-day agenda

Day 1 — UnderstandDate:   Facilitator:
□Kick-off: scope, goals, safety
□Gemba: observe the process in its current state
□Time study and waste identification
□Define the problem and current-state map
Day 2 — AnalyseDate:   Facilitator:
□Root cause analysis (5-Why / Ishikawa)
□Data collection and facts
□Develop the future-state map
□Identify improvement opportunities
Day 3 — ImproveDate:   Facilitator:
□Implement quick wins
□Test improvements in practice
□Iterate: measure → adjust → measure again
□Document what works
Day 4 — StandardiseDate:   Facilitator:
□Write standard work for the new process
□Visual standards and 5S
□Train the team in the new standard
□Update KPIs and measurement
Day 5 — AnchorDate:   Facilitator:
□Presentation to management
□Measure results vs. baseline
□Define the 30/60/90-day follow-up
□Celebrate and thank the team

30/60/90-day follow-up plan

PointWhat is measured / checkedOwnerTargetActualOK?
30 days
60 days
90 days

Prozanta · prozanta.dk

Kaizen event planning

Event: · Date: