Given this somewhat contrived explanation, which approach would you choose?  (Music to Jeopardy is playing in the background.)

If you are like me, nether.  As described, the Kaizen Blitz approach looks like carnival shooting game where the contestant (team) tries to score points.  There really isn’t any cohesive plan, just a series of events.  The manager should like it, since the event will probably be focused on his/her objectives.  But how well thought out are those objectives?

On the other hand, the TQM approach looks a bit too front-end loaded.  In this day and time, how many companies can afford to take their workforce and add another 50 hours of ‘non-productive’ time (time where they are not doing their core job) to their workload.  The issue that will probably arise partway into it is, “Where’s the beef?”  How long will it take to generate results?  And what are the mechanisms to prevent serendipitous events from further bogging down the system?

If these were the only two choices, we’d be in trouble.  There are a lot more.  WE really have a full golf bag to pull from.

Basic Framework

Initially we will need to set a framework that we will hang our system from.  TQM is a system.  Kaizen Blitz really isn’t – it is a tool.  Other systems we can use / clone are Plan-Do-Check-Act (the PDCA Deming cycle), Six Sigma, Project Management frameworks, etc.

At Consulting With Impact, we use the Six Sigma framework, specifically the DMAIC process.  This process, Define-Measure-Analyze-Improve-Control, has many of the same elements as the Deming Cycle and TQM, and a proven track record for handling some pretty difficult issues.  The DMAIC framework gives us a lot of flexibility on our approach.  I can argue that most if not all problem solving processes follow these 5 general steps.  

We don’t use the whole Six Sigma rollout, however, unless that is the need of the customer.

Organizational physical

With that skeleton set, we need to understand the needs of the client.  We are going to exercise the organization by forcing it to change, so we follow the advice of physicians before their patients start an exercise program - we give the organization a physical.  Using a set of analytical tools to assess strengths and weaknesses, goal alignment and integration, cultural readiness and other criteria, we work with the client to generate a readiness for change evaluation. 

Similar to the TQM model, managers are given training proper to the physical so that everyone is on the seme page.  (All of the training that CWI provides is Learn-Do based to accomodate the adult learning model. 

From this assessment, and working with the senior-most managers, a plan of action is generated that clearly spells out expectations, prioritized locations and project targets, team leaders for the events,etc.  The resources in the organization that will receive the transfer of knowledge are identified and their training is integrated into the action plan.

Methodology

With the action plan established, we now begin to integrate methodology into the framework.

As a general statement, we structure our engagements using the DMAIC model

1. Define - We work with our clients to clearly define:
   1. On the macro level, what the organization wants to look like, feel like and act like 5 - 7 years down the road.  We use a variety of assessment tools and techniques to generate a written description of that future point.  We consistently refer back to this definition throughout the engagement to measure our progress and to modify it provided that change is truly warranted. 
   2. On the project scale, exactly what the project is, the resources required, proper time frame, etc. in a written document we refer to as the project charter.
   3. In both cases, we define the perceived current state (validated later in the process), the or desired state and the gap between the two.
2. Measure - We look at the required inputs, the quality and reliability of those inputs and the quality of the resulting data.Also in this step, as in all subsequent steps, we compare our results to the intent of the Define phase.
3. Analyze  - Whether for the enterprise or for the project, we use the correct tools to assess the situation and to analyze the data. 
4. Improve - Our approach to improvement is to do it with the people affected, not to them.  We exclusively use a team-based implementation model to speed the time to implementation and to solidify the new behaviors.  (NOTE: If you are looking for "seagull consultants" that spend a lot of time with your people and your team only to drop a nicely formatted report on what to do, then drive away with your check in hand, you have come to the wrong place.  Our name, Consulting With IMPACT says it all.  If we cannot make an impact, we probably don't want the assignment.  Sorry.) 
5. Control - This is where the true benefit of our approach shines through.  Because we include the group affected in the steps to this point, our success rate in maintaining the gains is high.  We will leave you with a completed project and with the tools to maintain the gains.  And, if you desire, we will develop a maintenance plan where we will periodically monitor your progress and give you feedback and recommendations for getting back on track if things derail, or how to build the success to greater heights.