Editorial Review:
When was the last time your company improved productivity from 20 percent to 60 percent-in only four days? Or cut inventory by 50 percent in the same amount of time? Remarkable results like these were delivered by teams of employees and those who participated in the Association for Manufacturing Excellence Kaizen BlitzSM events. Using the Kaizen Blitz, employees learned how to work as a team to tackle problems from the shop floor and, most importantly, how to solve them quickly.
That's what The Kaizen Blitz can teach you. Simply translated as "continuous improvement," kaizen is a highly focused process aimed at producing incremental performance improvements in narrowly targeted areas. The Kaizen Blitz is a powerful technique that delivers breakthrough improvements throughout an organization-fast. This book will show you how the Kaizen Blitz works and how to bring the extraordinary benefits of this approach to your company. Coauthored by executives of the AME, the book provides a frank discussion of what kaizen will and won't do, the preparation necessary, obstacles to be wary of, and the results you can expect.
The Kaizen Blitz involves everyone across an organization-managers and workers alike. 44t is a low-cost, hands-on process, where all team members are equal and everyone gets their hands dirty. This thorough guide explains how your company can put together your own Kaizen Blitz teams to rapidly develop, test, and refine solutions to problems, leaving a new process in place in just a few days. It outlines how employees can work side by side to implement the best of their ideas for reaching common business goals, such as inventory reduction, capacity expansion, cost reduction, and leveraging capital investments. You will discover how the application of a few simple tools in a straightforward, common-sense approach can bring about real and profound change, provided that management is fully committed and ready to lead the process.
In addition, the authors of this important book:
* Help you determine whether your organization is ready to attempt the Kaizen Blitz
* Outline what you need for an initial Kaizen Blitz project-and what to avoid
* Explain why software package-driven process change has limitations
* Cite results and applications in top U.S. manufacturers.
If you are committed to adopting lean manufacturing; if you want an effective tool to address specific problems in your company; if you need radical change to happen now, The Kaizen Blitz will deliver beyond your highest expectations.
The Association for Manufacturing Excellence has pioneered a powerful version of kaizen-a process for achieving continuous improvement in an organization-called the Kaizen Blitz.SM This book will show you how to use this remarkable tool to deliver breakthrough improvements in your company in areas like productivity, inventory reduction, capacity expansion, and much more. You'll learn how to assemble a kaizen team that will determine solutions to your company's specific problems by designing new systems, correcting mistakes quickly and moving on, running and refining procedures, and ultimately demonstrating a new process in place in just a few days. You'll also read about top U.S. manufacturers who have successfully used the Kaizen Blitz to bring about radical, positive change. If your company is ready to achieve dramatic results by implementing new processes-not just proposed, but in place and functioning-in a matter of days, the Kaizen Blitz is the way to make it happen.
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Customer Reviews
Average Customer Rating: 
Great Book  2007-09-16
The Kaizen Blitz is a excellent book. It is helpful for studying about lean manufacturing. It is a excellent guide to do improvements in the factories.
Enlightening Book 2006-05-26
This is a book that is useful to those people who may wish to implement Kaizen Blitzes. The Kaizen Blitzes are a series of educational initiatives developed by the Association for Manufacturing Excellence. The book explains how organizations can accelerate the process of achieving rapid breakthrough success in productivity and performance. This can be achieved with good leadership and support at the top and a motivated workforce working to achieve clear targets.
Although the book was written by authors without hands on experienced on running Kaizen Events, nevertheless, they carried out extensive research on companies that successfully implemented the concept, that the information they provide is very enlightening and useful.
The book provide a good overview on the Kaizen blitz and explains how a company can eliminate waste, focus on valuable activities, create an efficient, lean operation whilst explaining how this can be quickly achieved. The book is written in a simple and easy-to-follow style that should make it readable to specialists and non-specialists alike.
Disappointed!  2001-12-04
Did NOT help us run Kaizen events. An overview and story.
Author has never implemented Kaizen, only told about others' successes.
Not a "how to do it" book.
"Continuous Improvement" of What? 2001-10-27
As you probably know already, the word "kaizen" is a Japanese term meaning "to make better" with the implication that such effort should be continuous, indeed intensive and unrelenting. Since 1994, the Association for Manufacturing Excellence (AME) has developed a series of educational initiatives known as the "Kaizen Blitz." In the Introduction to this volume, Jon Brodeur observes: "We think non-consultant-driven events -- training and on-the-floor work by the experts, the hands-on employees who have experienced the power of the Kaizen Blitz -- will continue to be a welcome addition to any organization's arsenal of improvement approaches. Small- and medium-sized companies can do it as well as larger ones and they may have an advantage if operations are small enough in scope to get their arms around." However, positive and significant results can only be achieved with an appropriate combination of leadership at its highest level, acceptance (indeed enthusiasm) throughout all other levels, and tenacious involvement about attaining 20 percent to 50 percent improvement (or greater) in performance in a short time and in narrowly targeted areas. The effective Kaizen process must be top-down, initiated and sustained by teamwork, and focused entirely on doing "whatever needs to be done" ASAP. The authors of this book explain both how and why.
The material is organized within 11 chapters whose titles correctly suggest the nature and extent of coverage: The Power of AME's Kaizen Blitz: Learning by Doing; The Roots of Kaizen; Improvement Strategy: Implementing the Big Picture; Getting Ready for Kaizen; Time Prints and Takt Times; How to Tell If There Is Improvement: Adding Value, Subtracting Waste: Uncovering the Flows: Establishing and Clarifying Process Flows; Forms, Charts, and Measurements; Sustaining the Gain: Lean Leadership; and finally, Never Look Back. Throughout the book, the authors reiterate the imperative that Kaizen Blitz initiatives must be sharply focused, task oriented, results driven, measurable and -- meanwhile -- FAST. Hence the relevance of the concept of "blitz," which gained worldwide prominence prior to and then during World War II when Fascist and then Allied forces attacked enemy positions with unprecedented velocity. As the AME Kaizen Blitz has demonstrated so convincingly, the same strategy (with obvious modifications) can effectively be implemented within any organization, regardless of size or nature.
Obviously I think highly of this book because it offers a sensitive, flexible, thoughtful and rigorous program to achieve what the subtitle correctly describes as "accelerating breakthroughs in productivity and performance." If these brief comments suggest that this is a program your organization needs, I strongly recommend that all of its decision-makers read it. Then, schedule an offsite meeting during which the book becomes the agenda for collaborative efforts to formulate and implement a Kaizen Blitz appropriate to your organization's specific needs and interests. If there is a need for additional resources, I strongly suggest Breyfogle's two books as well as one written by Pande and his co-authors.
I've Never Done This Before, But Let Me Tell You How.  2001-10-12
Three contributers, three more "experts" trying to tell us how to do something that they have never done themselves.
A lot of references and notable people and companies are mentioned, but where is the real hands-on "How to do it?"
This book is a story book and should be classified as FICTION.
This trio are writers, not "Lean Manufacturing" implementers.
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