Kaizen Continuous Improvement Training Course

Duration 10 days 20 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Operations Managers, Continuous Improvement Specialists and others
Fee from USD 2,200 KSh 190,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-QP-040

Before you join: Participants should have experience working in, supervising or supporting an operational, service or administrative process.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Kaizen addresses the persistent losses that reduce quality, capacity and service performance: waiting, rework, excess movement, unclear handovers, uneven workloads and standards that exist only on paper. Many improvement efforts produce isolated fixes but fail to hold because teams have not defined the problem with data, involved the people doing the work, or built controls into daily management. This course equips participants to turn recurring operational problems into structured, measurable improvement work.

Participants learn the Kaizen philosophy and its relationship to Lean management, then apply practical methods including Gemba observation, value stream mapping, the eight wastes, standard work, 5S, visual management, PDCA, A3 thinking, root-cause analysis, error proofing, flow, pull systems, SMED and total productive maintenance. They learn to select improvement opportunities, establish a baseline, set targets, test countermeasures and verify that gains are sustained through operating metrics and leader routines.

Instructor-led sessions combine focused briefings with cases from manufacturing, banking operations, public services, logistics and service delivery. Participants work with realistic process data, observation records and operational scenarios, then apply the methods to a process from their own workplace where appropriate. They leave with a completed Kaizen improvement project pack: a scoped problem statement, current-state analysis, target condition, countermeasure plan, implementation roadmap and sustainment controls.

The course suits operational professionals who already understand their processes and need a disciplined way to improve them. It is particularly useful for people responsible for quality, productivity, turnaround time, customer service, cost reduction or cross-functional process performance.

What you will be able to do

  • Diagnose process losses using Gemba observation, waste analysis and baseline performance data
  • Map current and future process states using value stream mapping and takt-time calculations
  • Define measurable Kaizen problem statements, targets and boundaries using an A3 format
  • Apply PDCA cycles to test countermeasures and verify improvement results
  • Conduct root-cause analysis using 5 Whys, fishbone diagrams and cause validation
  • Design standard work, visual controls and daily management routines that sustain gains
  • Plan Kaizen events with stakeholder roles, implementation actions and risk controls
  • Present a complete Kaizen improvement project with quantified benefits and follow-up measures

Benefits of attending

For you

  • Lead improvement discussions using facts rather than opinions
  • Build credible A3 proposals for recurring operational problems
  • Identify waste and quality failure points during Gemba observation
  • Translate process data into practical countermeasures and measurable targets
  • Present improvement results clearly to managers and frontline teams

For your organisation

  • Reduced rework, delays and avoidable process cost
  • Higher first-time-right quality through source-level error prevention
  • Shorter lead times from improved flow and handover design
  • More consistent operating performance through standard work and visual controls
  • A repeatable internal method for prioritising and sustaining improvement projects

Course modules

20 modules over 10 days

Participants can explain Kaizen as a daily management and structured improvement system.

  • Kaizen principles: customer value, respect for people, incremental improvement
  • Continuous improvement roles from frontline teams to executive sponsors
  • Kaizen, Lean, Six Sigma and quality management compared
  • Improvement types: daily Kaizen, focused Kaizen and breakthrough change
  • Process performance framed through quality, delivery, cost and safety
  • Conditions that cause improvement work to fail after implementation

Participants can define a process in terms of customers, demand and value delivered.

  • SIPOC diagrams defining suppliers, inputs, process steps, outputs and customers
  • Voice of Customer translated into critical-to-quality process requirements
  • Demand patterns distinguished between customer demand, failure demand and internal demand
  • Process boundaries set using trigger events and customer completion points
  • Service-level requirements linked to measurable process performance measures
  • Stakeholder analysis identifying customers, operators, owners and improvement sponsors

Participants can observe work at the Gemba and identify evidence of process waste.

  • Gemba walks structured around work, flow, abnormalities and customer value
  • Eight wastes identified through DOWNTIME observation categories
  • Observation sheets capture waiting, queues, movement, rework and interruptions
  • Separate symptoms, assumptions and verified facts during process observation
  • Work sampling estimates time spent on value-adding and non-value-adding activity
  • Safety, ergonomics and employee burden considered during waste identification

Participants can establish a reliable baseline for a Kaizen improvement opportunity.

  • Operational definitions prevent inconsistent counting of defects, delays and completions
  • Baseline data plans specify measures, sources, frequency and ownership
  • Run charts reveal variation, trends, shifts and recurring performance patterns
  • Pareto charts focus attention on highest-frequency defects or delay causes
  • First-pass yield, cycle time and lead time calculated correctly
  • Data integrity checks identify missing records, inconsistent categories and duplicate counts

Participants can create a current-state value stream map from observed process data.

  • Value stream mapping symbols represent material, information and process flows
  • Current-state maps show cycle time, waiting time, inventory and defects
  • Takt time calculated from available working time and customer demand
  • Information flows traced from customer request through scheduling and release
  • Process boxes distinguish touch time from elapsed lead time
  • Bottlenecks located using capacity, queue length and utilisation evidence

Participants can select a high-value improvement problem and frame it in an A3.

  • Impact-effort matrices compare improvement opportunities using transparent criteria
  • Problem statements quantify the gap without proposing premature solutions
  • A3 sections connect background, current condition, target and analysis
  • SMART targets specify performance level, deadline and measurement method
  • Scope boundaries prevent projects expanding beyond controllable process conditions
  • Sponsor agreements clarify expected benefits, authority and resource commitments

Participants can use PDCA to test, evaluate and standardise improvement countermeasures.

  • Plan-Do-Check-Act cycles structure small, evidence-based process changes
  • Hypotheses state expected effects before countermeasure testing begins
  • Test plans define trial scope, measures, duration and decision rules
  • Check phases compare actual results against baseline and target
  • Act decisions standardise, adapt, abandon or retest countermeasures
  • PDCA records preserve learning from unsuccessful improvement tests

Participants can identify and validate root causes before selecting countermeasures.

  • Fishbone diagrams organise potential causes across people, methods and equipment
  • 5 Whys analysis follows causal chains to controllable process conditions
  • Cause-and-effect matrices rank suspected causes against critical performance requirements
  • Stratification separates defect patterns by product, shift, location or channel
  • Scatter plots test relationships between potential drivers and outcomes
  • Cause validation distinguishes correlation, coincidence and demonstrated mechanism

Participants can document standard work that supports safety, quality and predictable output.

  • Standard work combines sequence, timing, quality points and expected inventory
  • Work instructions use clear steps, visual cues and acceptance criteria
  • Job breakdown sheets identify major steps, key points and reasons
  • Standard work charts show operator movement, machine time and handoffs
  • Workload balance charts compare task content against takt time
  • Revision controls keep standards current after approved process changes

Participants can design 5S conditions and visual controls for stable daily work.

  • Sort criteria remove obsolete tools, materials, files and information
  • Set-in-order methods assign locations, quantities, labels and retrieval rules
  • Shine inspections expose equipment deterioration, contamination and unsafe conditions
  • Standardise routines define ownership, frequency and acceptable workplace conditions
  • Sustain audits use simple scoring, escalation and corrective action records
  • Visual controls display status, abnormalities, priorities and standard conditions

Participants can prevent defects through source inspection and error-proofing design.

  • Quality at source stops defects before downstream processing begins
  • Poka-yoke methods prevent, detect or signal predictable human errors
  • Mistake-proofing selects contact, fixed-value and motion-step control methods
  • Defect containment protects customers while root-cause work proceeds
  • Control plans define checks, response actions, owners and escalation thresholds
  • Check sheets capture defect types consistently at the point of occurrence

Participants can improve flow by matching work release, capacity and demand.

  • Little's Law links work-in-progress, throughput and lead time
  • One-piece flow compared with batch processing using process constraints
  • Pull systems release work according to downstream consumption signals
  • Kanban cards define replenishment triggers, quantities and work-in-progress limits
  • Heijunka levels volume and mix to reduce unevenness
  • Line balancing redistributes work content around takt-time requirements

Participants can analyse changeovers and reduce setup time using SMED principles.

  • SMED separates internal setup tasks from external preparation activities
  • Changeover observation records task sequence, duration, delays and motion
  • Externalisation moves preparation work before equipment or service interruption
  • Parallel work assigns independent setup tasks to appropriate team members
  • Quick-release fixtures, presets and checklists reduce adjustment time
  • Changeover standards define sequence, roles, safety checks and target duration

Participants can identify reliability losses and define operator-led maintenance actions.

  • Overall equipment effectiveness combines availability, performance and quality losses
  • Six big losses classify stoppages, speed loss, defects and startup waste
  • Autonomous maintenance assigns routine cleaning, inspection and lubrication tasks
  • Planned maintenance schedules protect critical assets before failure occurs
  • Abnormality tags trigger repair, analysis and closure of equipment conditions
  • Reliability measures distinguish mean time between failures and repair time

Participants can adapt Kaizen methods to transactional, digital and customer-facing work.

  • Service blueprints map customer actions, frontstage work and support processes
  • Queue analysis identifies delay caused by arrivals, capacity and prioritisation
  • Failure demand tracks avoidable contacts created by incomplete first responses
  • Digital workflow mapping exposes rekeying, approvals and exception loops
  • Case triage rules match work complexity to capability and response targets
  • Standard response templates reduce variation without removing professional judgement

Participants can plan and facilitate a focused Kaizen event with clear controls.

  • Kaizen charters define business case, scope, targets and team membership
  • Event agendas sequence observation, analysis, design, testing and review
  • RACI matrices assign decision rights, actions and consultation responsibilities
  • Facilitation techniques surface frontline knowledge and manage conflicting perspectives
  • Implementation risk registers identify dependencies, disruption and mitigation actions
  • Daily report-outs communicate findings, decisions, blockers and next steps

Participants can prepare stakeholders to adopt and maintain changed working methods.

  • Stakeholder mapping assesses influence, impact, concerns and engagement needs
  • Change messages explain process purpose, expected behaviours and practical benefits
  • Training plans specify audience, content, timing and competence confirmation
  • Resistance analysis distinguishes valid operational concerns from incomplete information
  • Leader standard work reinforces observation, coaching and timely escalation
  • Recognition practices reinforce reported abnormalities and improvement contributions

Participants can establish performance controls that maintain Kaizen gains after implementation.

  • Tiered daily management links frontline measures to leadership review routines
  • Visual performance boards show targets, actuals, trends and abnormalities
  • Daily huddles review safety, quality, delivery, cost and actions
  • Escalation rules define response timing, authority and issue ownership
  • Process confirmation audits verify adherence to critical standard work
  • Control charts distinguish common-cause variation from special-cause signals

Participants can quantify benefits and manage improvement work as a prioritised portfolio.

  • Benefits registers separate realised savings, avoided cost and capacity released
  • Financial assumptions document volumes, rates, timing and benefit owners
  • Leading indicators track adoption before final business results appear
  • Project dashboards show progress, risks, decisions and benefit status
  • Prioritisation criteria balance customer impact, feasibility, urgency and strategic fit
  • Improvement portfolios prevent duplicated projects and competing process changes

Participants can build, review and present a complete Kaizen improvement project pack for a defined process problem.

  • A3 project pack integrates problem statement, baseline, analysis and target
  • Current-state map confirms process boundaries, demand, delays and waste
  • Root-cause evidence supports selected countermeasures and test priorities
  • Future-state design specifies flow, standards, controls and ownership
  • Implementation roadmap sequences actions, dependencies, risks and review milestones
  • Peer review tests logic, measurability, feasibility and sustainment arrangements
  • Sponsor presentation communicates benefits, decisions required and follow-up measures

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Kaizen A3 problem-solving template
  2. Gemba observation and waste-identification checklist
  3. Current-state and future-state value stream map
  4. Standard work and visual-control template
  5. PDCA countermeasure testing plan
  6. Kaizen improvement project pack

Who should attend

  • Operations Managers — improve throughput, quality and cost performance through structured Kaizen work
  • Continuous Improvement Specialists — lead evidence-based improvement projects and Kaizen events
  • Quality Managers — reduce defects, rework and recurring nonconformities at source
  • Production Supervisors — establish daily standards, visual controls and team problem-solving routines
  • Process Owners — redesign cross-functional workflows around customer value and flow
  • Service Delivery Managers — shorten turnaround times and remove failure demand from service processes

Skills and tools covered

Waste identificationValue stream mappingRoot-cause analysisStandard work designVisual managementKaizen project leadership

Tools and standards

PDCA, A3 problem solving, Value Stream Mapping, 5S

How the course runs

Training methodology

The course uses short instructor briefings followed by case analysis, group problem-solving, process simulations and guided application planning. Participants interpret operational data, observe process conditions through structured scenarios, map workflows and develop countermeasures using Kaizen tools. Cases reflect production, transactional services, logistics and public-sector operations. Trainers use peer review to test assumptions, strengthen A3 logic and prepare participants to explain improvement proposals to process owners, sponsors and frontline teams. Time is reserved throughout for adapting templates to a participant’s own work context.

Requirements and prerequisites

Participants should have experience working in, supervising or supporting an operational, service or administrative process. They should be comfortable discussing basic measures such as volume, turnaround time, defects, backlog, cost or customer complaints, and should be able to bring a real process issue to consider during the course. Prior exposure to Lean, Six Sigma or formal quality systems is helpful but not required. Statistical software, advanced mathematics, prior project-management certification and manufacturing experience are not required. The course explains each core method before participants use it.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should have experience of an operational, service or administrative process and be able to discuss basic performance measures. Previous Lean, Six Sigma or quality training is useful but not required.

Bring details of a recurring process problem, such as delays, rework, backlogs, defects or missed service targets. If available, bring recent process data, existing procedures or a simple process map; confidential information can be anonymised.

It is designed for managers, supervisors, process owners, quality professionals and improvement specialists. It also suits service delivery and support-function professionals responsible for process performance.

This course concentrates on practical Kaizen methods for daily and focused process improvement, including Gemba, standard work, visual management and PDCA. It uses data where needed but does not focus on advanced statistical analysis or formal Six Sigma belt certification.

Participants leave with an A3-based improvement project pack that can be used with a manager or sponsor. The methods are suited to small daily improvements, focused Kaizen events and larger cross-functional process projects.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. Early modules establish observation, mapping and problem-solving methods; later modules address implementation, sustainment and the capstone project presentation.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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