The 3 Types of Kaizen: Flow, Process and Individual

A classification for choosing the approach

Not every improvement is the same size. Some change the entire route of the product, others adjust one operation, others come from an individual idea. For that reason, in the practice of many companies, kaizen is divided into three types: flow, process and individual.

A note on rigor: this is a classification used in practice, and there is no single, universal typology. Some authors use other divisions. The one here serves to decide who takes part and which tool to use in each case.

Understanding the right type matters for a practical reason: it defines the team size, the time needed and the kind of support required from management. Treating a flow improvement as if it were individual wastes effort, and treating an individual idea as a flow project buries it in bureaucracy.

1. Flow kaizen

It looks at the complete path of the product or service, from order to delivery. The goal is to reduce total time and eliminate waiting between areas.

• Focus: value stream.
• Who takes part: managers and representatives from several areas.
• Typical tools: value stream mapping, lead time, takt time.
• Duration: a project of weeks or months, with reviews.

Illustrative example: a company notices that the order spends most of its time sitting between credit approval and scheduling. Flow kaizen redesigns that handoff.

One sign that the flow needs attention is the product spending most of its time waiting. When they measure the ratio between processing time and total lead time, many teams are surprised by how long the product sits idle. That number is the starting point of flow kaizen.

2. Process kaizen

It acts on a specific step of the flow: a cell, a machine, a workstation. The goal is to improve the method, time or quality of that operation.

• Focus: one operation or area.
• Who takes part: operators, supervisor and technical support.
• Typical tools: SMED, standardized work, 5 Whys.
• Duration: from a few days to a few weeks, usually as a focused event.

Illustrative example: a welding cell has a long setup time. The team meets for a few days, analyzes the changeover and reorganizes the tasks.

The focused event format works well because it brings together the right people, sets a clear goal and tests the changes on the spot. The risk is holding the event and going back to the old standard the following week. Reserve the last day to write the new standard and train those who did not take part.

3. Individual kaizen

This is an improvement conceived and carried out by one person at their own workstation, usually small and low-cost. The suggestion system belongs here.

• Focus: each person's work.
• Who takes part: the operator, with validation from the leader.
• Typical tools: suggestion form, 5S, simple poka-yoke.
• Duration: hours or days.

Illustrative example: the operator notices that a parts bin can be raised a few centimeters to avoid bending the torso. He proposes it, tests it and, once approved, it becomes the standard.

The main precaution is speed of response. If an individual idea takes weeks to be evaluated, the habit dies. The direct leader should have the authority to approve small, low-risk changes the same day, leaving only the larger ones for higher levels.

Comparison of the three types

The three types add up. Flow kaizen defines where to go, process kaizen adjusts each stretch and individual kaizen keeps the daily rhythm.

When to use each one

1. Use flow kaizen when the problem is total time or waiting between areas. If the product waits longer than it is worked on, start with it.
2. Use process kaizen when the flow is already clear and one specific step is the bottleneck or the source of defects.
3. Use individual kaizen to keep the habit of improving alive and to capture ideas from the people who know the workstation.

A healthy company has all three running at the same time. If only individual kaizen exists, direction is missing. If only flow kaizen exists, the day-to-day foundation is missing. To tie everything to a testing method, use PDCA at any level.

A common mistake is jumping straight to process kaizen because it gives quick, visible results. But improving a step that is not the flow's bottleneck does not reduce total time. Look at the flow first and then choose where to adjust.

Next step

Do a quick inventory: list the improvements from the last six months and classify each one as flow, process or individual. The result shows which type is missing.

Then read about the five elements of kaizen according to Masaaki Imai and about the limitations of the method.

Frequently asked questions

What are the 3 types of kaizen?

In the practical classification used in many companies: flow kaizen, process kaizen and individual kaizen.

Is this the only classification of kaizen?

No. It is a practical organization. Other authors and companies use different divisions.

What is the difference between flow kaizen and process kaizen?

Flow kaizen looks at the complete path of the product. Process kaizen acts on a specific step or operation.

Is individual kaizen worth it?

Yes. Small ideas keep the habit of improving alive and make use of the knowledge of the people who do the work.

About the author

Vagner Soares

Lean Manufacturing & Behavioral Management Specialist

Over 20 years in the automotive and metalworking industries (GM and Dana), Lean Manufacturing practitioner since 2006. SENAI instructor and mentor in Brazil’s Brasil Mais Produtivo program, delivering consulting, training and audits for 50+ companies, combining quality, productivity and people development.

LinkedInInstagramFull profile →