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Page 1: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

The Lean EnterpriseThe Lean Enterprise All About KaizenAll About Kaizen

The Lean EnterpriseThe Lean Enterprise All About KaizenAll About Kaizen

Lean FoundationsContinuous Improvement Training

Page 2: The Lean Enterprise All About Kaizen Lean Foundations Continuous 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

Page 3: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

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 …)

Page 4: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

OverviewOverview Kaizen is one of the critical tools within a

Continuous Improvement Process (CIP)

Mistake Proofing

Se

t-up R

eductio

n

Visu

al Ma

nagem

ent Cel

lul a

r La

y ou t

Ka

nba

n

TPM

Standardized Operations

Problem Solving

Kaizen

events

VSM

5S

Page 5: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

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.

Page 6: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

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

Page 7: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

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

Page 8: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

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

Page 9: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

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!

Page 10: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

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

Page 11: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

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

Page 12: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

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

Page 13: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

Planning requires good Project ManagementPlanning requires good Project Management

Define (Plan)

Measure (Do)

Analyze (Check)

Improve & Control (Act)

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How is a Kaizen Done? How is a Kaizen Done? (With Good planning!)(With Good planning!)

Groundwork Period: (D-Phase/Plan)

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The Kaizen Groundwork PeriodThe Kaizen Groundwork Period Determining Areas of Improvement Document current state (performance)

Microsoft Word Document

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Kaizen Preliminary DayKaizen Preliminary Day Preliminary Day: (D-Phase/Plan)

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7W Form7W Form

Microsoft Excel Worksheet

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6S Form (Embedded below)6S Form (Embedded below)

Microsoft Excel Worksheet

Your Company Your Company

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Kaizen Day 1Kaizen Day 1 Day 1: M-Phase/Do

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Kaizen Day 1Kaizen Day 1 Identify and Track Improvement Actions

Microsoft Excel Worksheet

Page 21: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

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

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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

Page 23: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

Kaizen Day 2Kaizen Day 2

Day 2: Analyze Phase/ Check

Test/ Pilot/ Verify Solutions

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Kaizen Day 3Kaizen Day 3 Day 3: Improve & Control Phase (Act) Complete Final Report-out to Management and

Sponsors

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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 !)

Page 26: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

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

Page 27: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

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

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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

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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

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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

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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

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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

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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

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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

Page 35: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

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

Page 36: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

Utilize a Kaizen ChecklistUtilize a Kaizen Checklist

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Utilize a Kaizen ChecklistUtilize a Kaizen Checklist

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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

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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

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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

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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

Page 42: The Lean Enterprise All About Kaizen Lean Foundations Continuous Improvement Training

The Lean EnterpriseThe Lean Enterprise All About KaizenAll About Kaizen

The Lean EnterpriseThe Lean Enterprise All About KaizenAll About Kaizen

Lean FoundationsContinuous Improvement Training


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