continuous improvement workshop: kinexus kaizen in action
TRANSCRIPT
Continuous Improvement Workshop: Kinexus Kaizen in
Action
Introductions
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Josh CosnerDirector of QualityKinexus
IT BackgroundBeen with Kinexus 6 yearsInternal ConsultantLead Kinexus Kaizen Program Certified Six Sigma Black Belt
Alex GrumbineDirector of Business & IndustryKinexus
Operations & Logistics backgroundBeen with Kinexus 4 yearsBusiness ConsultantCo-Developed Kinexus Kaizen FoundationCertified Six Sigma Black Belt
Session Description
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Continuous Improvement as a core business strategy has become an essential element to delivering results to customers. Come learn from Kinexus,
practitioners in Continuous Improvement, to learn about their journey and roadmap to becoming a
Continuous Improvement organization. Then, explore the tools and methods first hand with a practical application simulation led by Kinexus’ two Black
Belts.
Key Takeaways
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1. Learning about Kinexus' Continuous Improvement journey
2. A roadmap for starting your own journey
3. Framework for solving complex business problems
What is ‘Quality’, ‘Continuous Improvement’, or ‘Kaizen’?
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High level:A set of methodologies, tools, and culture designed to increase performance and customer satisfaction, via the continual improvement of products, services, or processes.
Common Terms/Systems/Methodologies: Lean: Minimizing waste and maximizing value
Six Sigma: Reduction of variation and defects (SPC, or Statistical Process Control)
Total Quality Management (TQM): Management system and approach to continuous improvement
‘Belts’: Amount of subject matter expertise in Quality Master Black, Black, Green, Yellow, and White
Kinexus Kaizen- What?
Kinexus Kaizen is a Quality Improvement System developed by and for the staff at Kinexus. It is a meld of various Quality models customized for
application in our environment. The main focus is based upon critical thinking, continuous
improvement, and continual learning. Kinexus Kaizen utilizes various Quality tools and methods to systematically achieve operational excellence.
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Kinexus Kaizen- Why?
• Breaks down organizational silos
• Creates a common language for improvement
• Builds internal and external capacity (SME)
• Provides framework for solving the complex business problems we face everyday
• Creates an empowered and highly functioning, critically thinking staff
• Positively impacts culture by creating a fun place to work, increasing job satisfaction, and improving morale
• Impacts our community by delivering outcomes and high customer satisfaction
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Kinexus’ Quality Journey- Timeline
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In 2011, Kinexus made the formal investment and commitment to be a Continuous Improvement organization
Where did we start?
Partnered with Whirlpool Corporation who sponsored Green Belt trainingInternal project work; continued partnership with Whirlpool Corporation for Black Belt trainingKinexus Kaizen; staff mentoring by MBBs; ‘Continuous Improvement Fundamentals’ for all Workforce staffRobust White Belt Program for staff and partners; internal and external project work; culture number oneGreen and Yellow Belt program development; further Black Belt training; people development and business process improvements
2011
2012
2013
2014
2015 and on
Kinexus Kaizen- Strategy
1) Knowledge
a) Subject Matter Expertise
b) Learning organization
2) Application
a) Rigorously applying Quality
b) Integration throughout the business
3) Value
a) Value as defined by our customers
b) Ensuring what we do matters
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Kinexus Kaizen- Strategy
Two Key Areas
1) People
a) Becoming a Learning Organization (Continuous Education)
b) Professional Development in Quality
c) Building and Developing the Quality Talent Pipeline
2) Business Process
a) Integration of Quality Tools and Methods into the Business
b) Versed in our Organizations Metrics
c) Pulse of the Organization
d) Make Better Processes
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Kinexus’ Quality Journey- Learnings
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What have we learned along the way?
Most important part (often the most undervalued) is culture
Philosophy has to be not changing your work, but changing the way you do your work
Based around critical thinking; can’t accept the status quo
Empowerment: ‘granted’ vs. experienced
Critical thinking builds an agile, integrated organization
Speed vs. Depth; Lean on the side of speed (adaptability)
Work on things that matter (what keeps you up at night?)
Quality Roadmap
1. Ensure Executive Leadership Support: Alignment to Strategic Direction
2. Define Your Intentions- “Wheeler Questions”1.What are you trying to accomplish? 2.By what method? 3.How will you know (what does success look like)?
3. Establish Your Core Quality Organization: Guided by Black Belt(s) or other Quality experts
4.Deployment Team: 1.Deployment Manager2.Tactical Leadership3.Communication/Change Management
5.Guiding Doctrine: Vision, Structure, Methods, and Training Plan
Quality Roadmap (cont.)
4. Establish Core Group of Champions: Internal influencers and change agents
1.First round of Foundational Quality Training2.Set the cadence 3.Change agents for the culture shift
5. Internal Capacity via Foundational Quality Training for Greater Organization (White/Yellow Belt)
4.Fundamentals- practical and applicable to everyday work5.Builds culture, establishes cadence, and provides
common language6.Delivered and developed by Black Belt(s) and/or Tactical
Leadership
Quality Roadmap (cont.)
6. Internal Capacity via Quality Subject Matter Experts: Future leaders of your Quality organization
1.In-depth Quality training for the Lean/Six Sigma Green/Black Belt
2.Practical (on the job) and classroom training7. Continual Project Work: Integration Into the Business
3.High impact and sponsor led4.Measureable impact5.Small and sequential work- build the momentum and get
‘little wins’8. Continual Education: Keeping Current and Relevant
6.On the job experiences (classroom, kaizen events, etc)7.Benchmarking8.Rewards, recognition, and communications: Top of mind
Q & A
Does your organization have a Continuous Improvement culture?
What is your experience in Continuous Improvement?
What has worked?
What has not?
Do you wish that your staff had a Continuous Improvement mindset?
Practical Application Simulation
Problem Identification/Area of Opportunity
Steps
1. Opportunity for Improvement (Identifying the Gap)2. Problem Clarity (Wheeler Questions)3. Process Investigation (Cause and Effect Diagram)4. Visual Representation of the Process (Process Map)5. Prioritization and Actions (FMEA)
Opportunities for Improvement
Gap between Current State and Future State
Problem?
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No! Opportunity for Improvement!
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Current State:
What it’s like now
Future State:
Goal or Vision
Gap:Opportunity for Improvement
Opportunities for Improvement
Example
Current StateWorkforce Participation Rate is at 35%
Gap, or Opportunity for Improvement40% increase in Workforce Participation Rate
Future StateWorkforce Participation Rate is at 75%
Area of work: WPR
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Wheeler Questions
What: A set of questions intended to guide you in establishing the goal, method, and vision of a opportunity for improvement, process, or project.
Purpose: Bring clarity to the intent and vision to your problem.
1. What are you trying to accomplish?2. By what method?3. How will you know?
Bonus Question:4. What does success look like?
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Wheeler Questions- Example
1. What are you trying to accomplish?To increase WPR from 35% to 75%
2. By what method?Identifying relevant factors, mapping the process, and
prioritizing where to work3. How will you know?
When data suggests we are at 75% WPR on a consistent basis
Bonus Question:4. What does success look like?
Increased communication; higher customer satisfactionWhat else?
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Cause and Effect Diagrams
What: A tool used for 1) Robust 5 Why, and 2) Factor or variable discovery. Also a great communication tool.
Purpose: To visually display the many potential root causes or variables related to a problem or process.
Also known as: Fishbone Diagram, Ishikawa Diagram, C&E, Root Cause Analysis Tool
When to use: Complex problem, process, or opportunity for improvement that has many factors, components, steps, or potential root causes
Reference:
Cause and Effect Diagrams
Examples
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Process Map
What: Process maps refer to a series of activities and procedures that define what a specific entity accomplishes, who is accountable, what are the inputs (Xs), and what are the outcomes for success.
Purpose: To document, understand and manage current processes, the steps, decisions, actions and outcomes. Also good for training and communicating a process. Like a Flow Chart except more detail.
Flow Chart + Cause and Effect Diagram = Process Map
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Process Map- Example
Example
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Start Idea/Opportunity presented
I: Leadership team (ideas)I: Community (opportunities)N: Lack of fitN: Source of idea
Idea/Opportunity presenter hones
basic plan
X: One-on-one conversation with ToddX: Leadership meeting
Idea/Opportunity presenter brings
idea and basic plan to Todd
X: Financial PotentialX: Systematic location (sphere fit)X: Market infoN: Lack of SME
Discussion on Idea/Opportunity
X: One-on-one conversation with ToddX: Leadership meetingI: SMEs on Leadership team
Proceed?
No
Process Exits
Y: Idea Y: Basic Plan Y: Decision of Go/No Go
FMEA
What: FMEA, or Failure Mode and Effects Analysis, is a tool used to prioritize process improvement efforts
Identifies:Process components; failure modes; failure effects; severity (internal/external); causes; frequency; controls; detectability; and actions.
Then sets a priority via Risk Priority Number, or RPN
Purpose: To document and systematically assess the risks and determining where and in what order to work.
Reference:
What is your process and the
steps taken?
How could the process fail or break down?
How can you be robust to those failure modes?
FMEA- Example
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