Kaizen is a lean concept of improvement that involves taking something apart and putting it back together in a better way. Most effectively, kaizen is learned by actively engaging in it. While reminiscing on attempts at improvement, I thought of my undergraduate years. More specifically, laboratory work: bonding with microscopic worms whom I can surely call friends by now.
The numerous hours of biological research—staring into the microscope, performing assays, and analyzing data—in a tight space, crowded with other researchers, had taken their toll on all of us. Chaos arose and issues started surfacing, literally! The clutter filling the counters needed to go, as did the status quo covering every inch of the laboratory.
High volume traffic. Lack of organization. Mistakes. With a goal in mind, initiative and a few researchers willing to take on the responsibility, we began our improvement adventure. Though we did not follow lean methodologies per se, as none of us had heard of lean management at that time, the changes that took place certainly fell into the category of Kaizen.
I enjoy thinking about the small improvements because they remind me of the lessons like these:
- It is not about exhausting the lean toolkit but rather about using the tools needed in a given moment to solve a specific problem.
- Tools are there to support a greater system that is in place; choosing the right tactics requires clarity of objectives.
- Knowing and becoming a part of the system means that no one gets hurt by the implemented improvements: not a research partner sitting next to you, not a research group working on a different project, not a person studying in another part of the university.
We started the improvement process by collecting necessary information about students working in our lab: names, desired project, project knowledge, and time availability. Meanwhile, we tidied up the laboratory and followed with successive changes:
Set up work stations
We identified and labeled the materials used most frequently in each project, then placed them at hand. This helped reduce time searching for and transporting materials. It also increased the ability to keep track of inventory, and decreased mistakes resulting from medium misuse or clutter.
Made protocols readily available
We created a binder with protocols that was stored in a previously selected and labeled drawer. Consequently, research groups saved time searching for procedures. A benefit was no printing of countless copies that would be discarded upon leaving the laboratory.
Grouped students
Research groups were assigned based on student interest, time availability, as well as project and procedure knowledge. Novice students were not left to their own devices; each team had at least one senior member to advise them. With this set up, new students were more confident doing the work, mistakes were reduced, projects progressed more smoothly.
Scheduled research sessions
We generated a research schedule, which was posted on the bulletin board outside of the lab’s door. Everyone knew the schedule. This arrangement worked wonders for reducing traffic and resolving an issue of dirty dishes. It allowed teams to focus on their work from the get-go, not cleaning after others.
Because the research required quick daily maintenance, students were allowed in the lab, one at the time, when no other group was in session; a team would designate a member to perform maintenance tasks on a given day. By sharing responsibility, the work was done without becoming excessive for or obtrusive to anyone.
Provided notebooks to record laboratory work
We distributed notebooks for detailing laboratory efforts. The notebooks were kept in an assigned place in the laboratory at all times. This way there was no missing or lost data, which eliminated misinformation. We used a standard outline that worked well for our research; reviewing data became quicker and resolving problems was easier.
Arranged biweekly meetings with the professor
Each group, individually, met with the professor twice a month to report on their progress and findings. This also became a prime time for asking questions, gaining insight about the project, and voicing concerns.
Scheduled monthly intergroup meetings
All groups met on a monthly basis to discuss successes and obstacles with the projects. Expressed challenges led to brainstorming of potential causes and solutions. Groups shared their problem-solution reports in a shared database: the teams did not have to waste time fixing issues for which another team already found a solution. This process contributed to a significant progress and brought groups closer together.
The described changes may seem as if a great deal of effort was put into them, but that was not the case. As a joined attempt, it was a piece of cake, or rather, a celebratory apple pie. The changes were small, but the improvements were dramatic.
The issues you are facing will require individual actions; circumstances will partly dictate your solutions but whether you will engage in finding such solutions is up to you. All improvements start with initiative. Good Luck! 🙂
Practical and highly readable, “ The Zen of Kaizen . . . “ simplifies the daunting task of organizing a workspace used by several people who previously had little interaction. This guide is useful for inspiring action.
Very useful case study.