Build Kaizen Capability
Where the Work Happens
For manufacturing organisations developing internal improvement leadership, structured problem ownership, and measurable execution beyond classroom training.
A 5-day practical program where participants bring one real operational problem, build the project during the program, and leave with an A3 report, KPI structure, and implementation action plan.
It usually starts with a problem everyone already knows.
A line waits for material again. A machine stops for the same reason. A quality issue returns after the last corrective action. Tools are missing from the same place. The supervisor fixes it for the day, production continues, and the problem quietly comes back next week.
Nobody is ignoring it. Everyone can see it. But without a clear owner, a practical method, and a follow-through rhythm, the same problems stay alive inside the daily routine.
Training happens, then nothing changes.
People return from training with notes, but no project rhythm, no sponsor review, and no follow-up.
Improvements start, then fade.
The first week looks promising. Three months later, the old way quietly returns.
Problems are discussed, but not owned.
Everyone knows the issue. Nobody is clearly responsible for moving it from problem to countermeasure.
Recurring Operational Losses Require Clear Ownership
A recurring RM250-per-working-day loss becomes about RM66,000 per year once sustained across the working year. In many plants, this appears as waiting time, rework, minor stoppages, repeated inspection, poor material flow, or changeover delay. The impact compounds when no one is accountable for structured resolution.
Choose the Delivery Route That Fits Your Factory
The same Kaizen Champion structure can be taken through a public cohort or delivered in-house for a company team that needs shared language, shared ownership, and one improvement rhythm.
Send Selected Kaizen Champions
Best when your company wants to develop one or a few internal improvement owners through a structured public program with external peer learning.
- Dates confirmed directly with interested companies
- Suitable for 1-5 nominated participants
- Limited cohort size for practical project review
- Same 5-day Kaizen Champion structure
- HRDC claimable, subject to company eligibility
Train One Internal Factory Team
Best when your factory wants supervisors, engineers, production, quality, maintenance, and CI teams to work from the same improvement method using your own workplace problems.
- Run at your facility
- Custom dates
- Suitable for 8+ participants
- Examples can be aligned to your process
- Same 5-day Kaizen Champion structure
- HRDC claimable, subject to company eligibility
- More cost-efficient for company groups
Led by a Practitioner Who Works With Real Factory Conditions
The program is facilitated by Husni Halim, combining structured Kaizen methodology with practical exposure to Malaysian manufacturing environments. The focus is not theory delivery alone, but helping participants frame a real operational issue and move it toward implementation.
- EFESO-certified Process Kaizen Engineer, GSDC Certified in Global Leadership Excellence, and HRDC-accredited trainer.
- MPC QE5.0 external auditor with practical exposure to operational excellence assessment.
- 16+ years across manufacturing, training, and improvement implementation work.
- Experience across 84 organisations and project sites, including public programs, SME factories, and multinational manufacturing environments.
- Involved in 30+ factories under TERAJU Pritech4.0 and automotive IPC programs with MARii.
Trusted Across Industry
A selection of 84 organisations and project sites from training, HRD Corp public programs, TERAJU Pritech4.0, and international improvement work across 11 countries and 21 international factories.
Nominate an Internal Owner for Operational Improvement
Designed for personnel with enough process proximity, credibility, and follow-through responsibility to convert an operational issue into an implemented improvement project.
Production Supervisors
For leaders who manage daily output, manpower, quality issues, and recurring shop-floor problems.
Engineers
For process, production, industrial, maintenance, and quality engineers involved in problem solving and improvement projects.
Operations Leaders
For managers and executives who need a practical improvement system their teams can actually follow.
Quality & CI Teams
For staff responsible for audits, corrective actions, 5S, standard work, and continuous improvement routines.
Future Kaizen Champions
For high-potential team members being prepared to facilitate improvement activities inside the company.
Cross-Functional Teams
Useful when production, quality, maintenance, warehouse, and planning teams need a common improvement language.
Best fit
- Someone close enough to the floor to see real problems.
- Someone trusted by supervisors, engineers, or operators.
- Someone who can bring one live operational issue into the program.
- Someone whose manager will review progress after training.
Program Objectives
Participants will develop the knowledge, skills, and mindset to lead sustainable operational improvement.
Kaizen Philosophy & Leadership
Understand the history, principles, and role of a Champion in embedding continuous improvement culture.
Waste Identification
Recognize and quantify the 8 Wastes in your operations — overproduction to underutilized talent.
Baseline Assessment
Establish current state using Quality, Cost, and Delivery (QCD) framework.
Root Cause Analysis
Apply 5 Why, Fishbone diagrams, and systematic thinking to find true causes, not symptoms.
Data-Driven Problem Solving
Master 7QC Tools: Check Sheets, Pareto, Histograms, Control Charts. Decisions on data, not opinion.
Countermeasure Design
Create effective solutions using Poka Yoke, Jidoka, Visual Management, and Standard Work.
A3 Reporting
Develop professional one-page improvement reports. Communicate logic, data, and action plans clearly.
Implementation Leadership
Plan and execute kaizen initiatives with clear ownership, KPIs, pilot strategies, and daily accountability.
Culture & Sustainability
Lock in gains, prevent regression, build internal capability, develop future champions through mentorship.
KPI Management
Design dashboards, quantify business impact, communicate improvement ROI to leadership.
Team Development
Coach team members through PDCA cycles, build problem-solving capability, scale continuous improvement.
Change Leadership
Lead teams through transformation. Manage resistance, build buy-in, sustain momentum.
Learning Outcomes
What participants leave with after 5 days
Knowledge
- Kaizen philosophy and competitive advantage
- The 8 Wastes (Muda) framework
- QCD business impact model
- PDCA continuous improvement cycle
- Root cause analysis methodologies
- 7 Quality Control Tools
- Poka Yoke and Jidoka concepts
- A3 Report structure and logic
Technical Skills
- Baseline assessment and data collection
- Systematic root cause analysis
- Apply 7QC Tools for data analysis
- Design countermeasures and controls
- Facilitate 5S audits and assessments
- Document standard work procedures
- Create professional A3 Reports
- Lead daily management reviews
- Develop KPI dashboards
- Coach team members through PDCA
Leadership Mindset
- Waste exists in every process
- Reality is on the factory floor
- Data drives every decision
- Root causes are systemic, not personal
- Small improvements compound exponentially
- Culture sustains results long-term
- Frontline staff are your best experts
- Lead by coaching, not controlling
5-Day Curriculum
5-day practical program | Dates confirmed directly with interested companies
Limited to 15 participants per cohort
- Program Overview & Participant Introductions — Setting context and building group cohesion
- Kaizen: Philosophy & Historical Context — Origins, evolution, and relevance to modern operations
- The Role of a Kaizen Champion — Responsibilities, required competencies, organizational impact
- QCD Framework — Quality, Cost, Delivery and their interconnection to profitability
- The PDCA Cycle — Plan-Do-Check-Act as the engine of continuous improvement
- Reactive vs. Proactive Mindset — From crisis management to prevention
- Champion Competencies Framework — Technical, leadership, and change management skills
- Operational Excellence Case Study — Analysis of successful improvement methodologies
- PDCA Exercise: Applied Problem Solving — Small group practice on operational challenges
- Personal Goal Setting — Individual commitment to learning and action
- The 8 Wastes (Muda) — Overproduction, Waiting, Transport, Processing, Inventory, Motion, Defects, Talent
- Baseline Metrics & KPIs — Cycle time, defect rate, downtime, lead time, labour productivity
- Assessment Methodology — Systematic approach to understanding current state
- Waste Identification Workshop — Recognize each type of waste in your process
- 5S Framework — Sort, Set, Shine, Standardize, Sustain: organizing for efficiency
- Data Collection Planning — Define process, select metrics, assign ownership, establish timeline
- 5 Why Analysis Method — Drilling down to true root causes
- Fishbone Diagram Construction — Man, Machine, Method, Material, Environment framework
- 7 Quality Control Tools — Check Sheet, Pareto, Histogram, Run Chart, Scatter Plot, Stratification, Control Chart
- Data Analysis Workshop — Apply 7QC Tools to your baseline data, identify patterns
- Countermeasure Development — Design specific, testable solutions to root causes
- Implementation Plan Framework — Who, what, when, resources, success metrics
- A3 Report Development — One-page improvement communication: background, analysis, solutions, plan, results
- Poka Yoke (Mistake-Proofing) — Design processes to prevent errors before they occur
- Jidoka (Autonomation) — Build in quality; processes stop when abnormality detected
- Visual Management Systems — Make status, problems, and targets visible at a glance
- Standard Work Documentation — Best known method: sequence, timing, quality criteria
- Leading Change — Communicate why, involve staff, train thoroughly, celebrate early wins
- Pilot & Rollout Strategy — Start small, monitor daily, adjust quickly, scale to full deployment
- Sustainability Strategy — Standard work audits, visual metrics, accountability, recognition
- Preventing Regression — Monthly reviews, quick-fix protocols, training refreshes
- Managing Resistance — Address fear, habit, effort, ownership barriers with empathy
- KPI Tracking & Dashboards — Quality, Cost, Delivery metrics linked to improvement ownership
- Business Impact Framing — connect KPI movement, waste reduction, and improvement evidence to management priorities
- Capstone Presentations — Each participant presents A3 Report, peer feedback
- Implementation Action Plan Review — next steps, owner rhythm, support needed, and management follow-through
What the Participant Brings Back to Work
The output is not only knowledge. It is a practical improvement project structure your team can review and continue.
One Scoped Improvement Project
A real workplace problem translated into an A3, KPI, action plan, and ownership structure.
Kaizen Toolkit
5S, waste walk, 5 Why, Fishbone, 7QC tools, visual management, standard work, and A3 reporting.
Management Briefing Structure
A simple way to explain the project, business case, progress, support needed, and next decision.
Implementation Action Plan
A practical next-step plan with owners, dates, KPI review points, and support needed from management.
Private Project Review
Practical review by Husni Halim / Visi Armada without exposing company-sensitive information publicly.
Kaizen Champion Completion
Program-based completion recognition for participants who attend the program and complete the practical project work.
Practical Output From the 5-Day Program
A structured pathway from learning to project planning, review, and management discussion.
Program deliverables
Every participant who completes the 5-day program leaves with a developed A3 improvement report, practical Kaizen toolkit, KPI tracking structure, and implementation action plan. The structure is designed to help the first Kaizen initiative move from classroom learning into a clear management discussion.
Clear Project Output
A structured A3 and action plan linked to a real workplace issue, ready for management review and team discussion.
Management Discussion
A practical way to explain the issue, expected impact, support needed, and next action after training.
Factory-Relevant Planning
The participant works from a real operational problem, not a generic classroom case study.
Pricing
HRDC claimable for Malaysian companies
The value is not five days in a room. The value is one person who can keep removing waste.
RM6,500 is expensive if the participant only attends class. It becomes easier to justify when the participant returns with a real project, management briefing, KPI structure, and implementation action plan. If one improvement saves RM250 per working day and sustains across the working year, the annual impact is about RM66,000. Most factories have more than one hidden waste stream waiting for an owner.
Early Bird
Contact for current schedule
- 5-day intensive program
- All tools & templates
- A3 project development
- KPI tracking structure
- Complete A3 Report
- Implementation action plan
Standard
Regular rate
- 5-day intensive program
- All tools & templates
- A3 project development
- KPI tracking structure
- Complete A3 Report
- Implementation action plan
Group Rate
2 or more participants
- 5-day intensive program
- All tools & templates
- A3 project development
- KPI tracking structure
- Complete A3 Report
- Implementation action plan
Group + Early Bird
For eligible company nominations
- 5-day intensive program
- All tools & templates
- A3 project development
- KPI tracking structure
- Complete A3 Report
- Implementation action plan
In-House Company Cohort
For company groups, the program can be delivered at your facility on custom dates. Pricing is quoted based on participant count, location, customization level, and follow-up scope. For 8+ participants, in-house delivery is often more cost-efficient per participant than sending multiple people to a public cohort.
Frequently Asked Questions
Reserve Your Spot
Dates confirmed directly with interested companies | Limited to 15 participants
Planning to train a company group? For in-house delivery, contact Husni directly to discuss dates, participant count, HRDC documentation, and factory-specific needs.
Questions?
Husni Halim · Program Lead
+60165241901 ·
WhatsApp ·
admin@visiarmada.com