Kaizen and Kaizen Blitz are not tools, but concepts that are important to lean implementation. Kaizen means improvement through small, incremental steps. In a successful lean environment, this becomes part of everyone's job, everyday. More specifically, Kaizen means change for improvement. It is necessary to verify that a change is actually for the better. Sometimes we make changes that we expect to be improvements. But for a variety of reasons, they do not make things better. This could be because they are poorly designed or executed. These changes may not be sustainable or because they create a problem elsewhere in the system. Employees who use a process are empowered to change it for improvement. It is these employees who manage the process on a daily basis and know it best. But a process owner has a better view of the system than these employees. This process owner is generally responsible for reviewing these changes to make sure they don't create problems elsewhere. Employee efforts to improve these processes must be recognized and rewarded by management Kaizen Blitz refers to an event. It's intended to get quicker implementation and results, then traditional Kaizen. The Japanese call this kaikaku. But in the US, it has been dubbed Kaizen Blitz, or Kaizen event. Kaizen Blitz is not a tool, it's an event It's often used to implement other lean tools in a focused area. And may be used to implement 5s, single men in exchange of dyes, standard work, can ban, processed mapping, waste elimination or some other lean tool or technique. The event is a flexible and customizable approach for a quickly implementation of these tools. Kaizen events are performed by teams, usually cross-functional teams. The make up of the team will depend on the affected functions. The expertise needed and the type of event. Kaizen events are carefully planned. The planning process could take several weeks. Then the event usually happens in three to five days. Sometimes even more quickly. Depending on the complexity of the process and the project. Sometimes the improvements are identified and planned and the implementation occurs later. Most lean organizations use both of these approaches for implementation, depending on the circumstances. But both of them have many of the same requirements. Whether it is slow and continuous improvement, or a Kaizen event, it must be managed. Processes should be documented and proposals reviewed. This review is often done by a review team. After approval, the improvement is implemented and evaluated for effectiveness. Employees involved should be recognized and rewarded. In changes, should be incorporated in the process documentation, for consistency, and for training. All employees should receive basic training on lean philosophy and tools, as a Kaizen event begin often employees will get additional specific training on the tools that are the subject of that implementation. Successful organizations also incorporate changes into their Visual Management System. This can include performance dashboards, pictures, job aides or other visual tools the documented changes for its users, but also to make it visible to anyone who walks through.