The Lean EnterpriseThe Lean Enterprise All About KaizenAll About Kaizen
The Lean EnterpriseThe Lean Enterprise All About KaizenAll About Kaizen
Lean FoundationsContinuous Improvement Training
Another methodology: KaizenAnother methodology: Kaizen
Within the Continuous Improvement tools arena, perhaps none is more critical than Kaizen events. While other lean tools may stand alone, Kaizens seek to change culture and processes through the utilization of many of the lean enterprise principles
Kaizens seek small daily improvements resulting in large yearly savings
Compared to a large-scale DMAIC project, Kaizens focus on short-term “blitzes” to make immediate impact and change (change for the better)
The process of leading a Kaizen however, follows the DMAIC format
Learning ObjectiveLearning Objective
This section seeks to standardize the process of Kaizens in an attempt to provide useful tools allowing ‘first-time’ facilitators to ‘hit the ground running’ with a project of their own. One important concept is to start small and tackle the more complex problems at a later date - once momentum is built and the Kaizen process has been understood
Some of the tools include a Kaizen Schedule, Kaizen Area Improvement Sheet, 7W and 5S forms, Area Action Form, Prioritization Matrix, and a Problem Record Sheet (These are embedded in the presentation and located in forms section …)
OverviewOverview Kaizen is one of the critical tools within a
Continuous Improvement Process (CIP)
Mistake Proofing
Se
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eductio
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Visu
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ent Cel
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Ka
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TPM
Standardized Operations
Problem Solving
Kaizen
events
VSM
5S
OverviewOverview
What is Kaizen ? What is Kaizen ?
(Ky-Zen)
“Continual Improvement”
Kai = ChangeZen = Good (for the Better)
The Basic Philosophy Is to Involve All Employees in Small, Daily Improvements within their Work Areas.
OverviewOverview Benefits of Small Daily
Improvements can Add Up Benefits of Small Daily
Improvements can Add Up
20% Improvement(One Time)
20%(One Time)
1/10 of 1%
(Every Day)
1/10 x 250 Workdays25% Improvement
Per Year
DMAIC and PDCADMAIC and PDCA
Identify WasteCollect DataIdentify Desired ResultFind a Solution
Standardize (ROLL-OUT SOLUTION)Prevent RecurrenceMistake-proof
Evaluate
Implement Solution (PILOT first)
Achieve desired result ?
Act
Do
Plan
CheckDid not achieve desired
result
FIRST - Standardize, Do, Check, Act (Ensure process is stable)
THEN – Plan (for more improvement), Do, Check, Act
D
M
A
I
C
What is a Kaizen event? A Kaizen event is a planned event (2 - 5 days) of
intense improvement activities directed at specific areas of the business toward a larger goal
Kaizen events are essentially narrow-focused, short-term DMAIC projects. These can ALSO be done as part of any Lean, BB or GB project
A Kaizen event is a cycle of improvement
How do I do a Kaizen event ? You do a Kaizen the same way as a DMAIC project
and using PDCA as your guide
OverviewOverview
Cycle of ‘Continual’ ImprovementCycle of ‘Continual’ Improvement
StabilizeProcess
Revise Standards
Expose Problems
EliminateProblems
Revise Standards
A SC D
A PC D
Kaizens follow a continuing cycle of improvement
S = Study the change, assure it is stable – then, improve again!
OverviewOverviewOverviewOverview
Kaizen concentrates on improving several aspects of the business:
– Kaizen concentrates on improving several aspects of the business:
Safety
Quality
Speed
How?
Value to Customer
Waste (Muda)
Elimination
Working to Takt Time TPM 5S
1-piece Flow
Pull System
Benefits of a KaizenBenefits of a Kaizen
Teamwork Everyone is able to participate and make
improvements No one individual, but a team, make the
improvements Communication
Improved relations between associates and management
Education Improved problem solving The more you teach someone to fish the
more than can feed themselves
Awareness Understanding of broad issues and
objectives of the organization as a whole Better understanding of Continuous
Improvement and the challenges involved with Change
Confidence Stronger feelings of self-worth
Empowerment Increased control over the job and work
environment which fosters ownership and commitment to the change process
All employees now feel they have a voice in the process!
Benefits of a KaizenBenefits of a Kaizen
Planning requires good Project ManagementPlanning requires good Project Management
Define (Plan)
Measure (Do)
Analyze (Check)
Improve & Control (Act)
How is a Kaizen Done? How is a Kaizen Done? (With Good planning!)(With Good planning!)
Groundwork Period: (D-Phase/Plan)
The Kaizen Groundwork PeriodThe Kaizen Groundwork Period Determining Areas of Improvement Document current state (performance)
Microsoft Word Document
Kaizen Preliminary DayKaizen Preliminary Day Preliminary Day: (D-Phase/Plan)
7W Form7W Form
Microsoft Excel Worksheet
6S Form (Embedded below)6S Form (Embedded below)
Microsoft Excel Worksheet
Your Company Your Company
Kaizen Day 1Kaizen Day 1 Day 1: M-Phase/Do
Kaizen Day 1Kaizen Day 1 Identify and Track Improvement Actions
Microsoft Excel Worksheet
Kaizen Day 1Kaizen Day 1 Prioritize Actions: (Use Project Prioritization Matrix)
High PriorityLow Cost to Implement
Work Methods (Man)
Low Priority High Cost to Implement
Machine
Methods
Materials
Kaizen Day 1Kaizen Day 1 Suggestions:
Take pictures and document the ‘BEFORE’ condition (setup) !! You may also list these on a ‘Problem Record Sheet’
Microsoft Excel Worksheet
Kaizen Day 2Kaizen Day 2
Day 2: Analyze Phase/ Check
Test/ Pilot/ Verify Solutions
Kaizen Day 3Kaizen Day 3 Day 3: Improve & Control Phase (Act) Complete Final Report-out to Management and
Sponsors
Kaizen Best PracticesKaizen Best Practices
No rank on team, each person gets one vote (similar to brainstorming techniques)
Be creative, practical, and open minded to other ideas (“Think outside-of-the-box” and break Paradigms)
Don’t blame others and ALL questions are good questions
Accomplish as much as you can during the Kaizen
Document results with pictures for presentation to show verification
HAVE FUN !! (This is the time to work on culture change !)
Information to Review at Initial Roll-Out Information to Review at Initial Roll-Out MeetingMeeting
Overview of Process Key Factors for Success:
Composition of team Team member background Management Commitment Up-front agreement and understanding Employees are the greatest resource -
give them the tools, training, & support to do a great job
Implementation Workshop Process
Communicate Process to all
People in Work Area
Define Current
Situation
Identify Other Opportunities
from Area to be Kaizened
Prioritize Ideas
Generated
Implement New Ideas
Discuss Ideas with People in
Work Area
Develop Action Plan for Ideas not Implemented
that Week
Presentation Results to
Management
Provide Feedback and Recognition to
Team Members
Track Results
Select Team Members
Identifies Opportunities for
Improvement
Information to Review at Initial MeetingInformation to Review at Initial Meeting
Workshop FundamentalsWorkshop FundamentalsStakeholder AnalysisStakeholder Analysis
Composition of Team Involvement of All People Affected by Changes Support and Commitment of Top Management Upfront Agreement and Understanding of
Workshop Requirements
Team MembersTeam Members
Representatives from these areas: Operators from area (2 from each shift) Technical Resources Industrial, Process, and Design Engineers
Safety Maintenance Management (middle to upper levels) Manufacturing Supervision Optional Representatives from Production
Control, Quality, Materials Management, Union
Desired Background of Team MembersDesired Background of Team Members
Knowledge & Experience of the Process Being Studied
Team Player Willing to Change Positive Mental Attitude Innovative and Creative Able to Think Beyond the Current Way of Doing
Things Recognize & Accept that the Workshop May
Involve Long Hours
Management SupportManagement Support& Commitment Required& Commitment Required
Clear Empowerment to Team Members to Make Change
Presence of Top Leadership at Kick-Off & Wrap-Up Meetings
Demonstrate Support by "Dropping In" at Various Times During the Workshop
Expectation of Workshop Outcome Conveyed Clearly to Team.
"Champion" Identified to Support the Process and Deal with Roadblocks
Provide Recognition & Feedback
Managerial Responsibilities and SupportManagerial Responsibilities and Support
Commitment to Support Action Plans that Deal with Productivity Issues Such as - Cross Classification Multi-Function Operators Manpower Reductions Work Element Changes Standardized Operations
Team Empowerment to Use Other Areas as a Resource to Address Issues Impacting Operations with Waste.
Support to Implement the Ideas or Action Plans that can be Accomplished During the Workshop Period
Review with Workshop Team Members and Worksite Personnel Prior to Workshop Beginning
Commitment to People Displaced Company Expectations Support for Making Change Company and Process Competitive Position Workshop Agenda and Scope Ongoing Activities
Provide Information Regarding Issues Such as Safety, Quality, Productivity, Delivery, Cost Drivers and Schedule Performance
Managerial Responsibilities and SupportManagerial Responsibilities and Support
Recommendation for Workshop Focus (e.g. Current Problem Area) or Concurrence with Workshop Facilitator Suggestion
Understanding that Workshop Facilitators will Push Group to Reach for Solutions to the Opportunities Found, Potentially Impacting Sensitive Issues
Providing the List of Team Members within Sufficient Time for Workshop Facilitators to Review and Adjust if Necessary to Achieve the Desired Composition and Background
Reviewing "Kaizen Activity Contract" and Having all Aspects Completed Prior to Workshop Facilitator's Arrival
Managerial Responsibilities and SupportManagerial Responsibilities and Support
During The WorkshopDuring The Workshop
The Involvement of the Targeted Area Team Members (Operators, Technical Support, Supervision, Maintenance etc.) is Critical to the Success of the Workshop. Let Them Know how Important Their Input and Support are to you.
Top Management Support of Process Must Be Displayed
Team Member Reviews are Necessary Before Changes to Targeted Area are Made
Establish Target Dates for Follow-Up
Utilize a Kaizen ChecklistUtilize a Kaizen Checklist
Utilize a Kaizen ChecklistUtilize a Kaizen Checklist
Kaizen Workshop - Best PracticesKaizen Workshop - Best Practices
Distribute all printed materials for learners
Apply visual controls to model process, use workplace organization
Set Target Floor Area Facilitator materials by exit for them to carry out
Set up message board, beeper check table, flip charts
Complete Action Plan Items From Workshop
Prepare a Plan to Implement Workshop Concepts Throughout Facility. Continue Implementing!
Follow-Up and Review Status / Progress on Action Plan Items. Determine New Action Plans
Kaizen Workshop - Best PracticesKaizen Workshop - Best Practices
Discuss the Purpose of the Workshop Conduct Hear, See, Do Sessions Close the Workshop Finalize Commitment to Workshop Results Introduce the Follow-Up Plan Review Impact to other Standardized Processes Report Cost Savings Discuss Workshop Continuation for Visiting
Guests Break Down Main Classroom/ Meeting room
Kaizen Workshop - Best PracticesKaizen Workshop - Best Practices
Complete the Contract
Complete 30/60/90 day ‘Results’ report
Review New Initiatives
Re-assess Customer Needs
Monitor Changes to Sponsor Approval
Update Cost Savings Progress
Complete the Monthly Reporting Form
Kaizen Workshop - Best PracticesKaizen Workshop - Best Practices
The Lean EnterpriseThe Lean Enterprise All About KaizenAll About Kaizen
The Lean EnterpriseThe Lean Enterprise All About KaizenAll About Kaizen
Lean FoundationsContinuous Improvement Training