Introduction to Kaizen

• Introduction• Kaizen Facilitation

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Objectives

• Understand the DMAIC roadmap for project execution

• Be aware of expected deliverables associated with each of the five phases• Introduce Kaizen projects (aka: rapid improvement events) and the

value that they bring to organizations

Define Measure Analyze Improve Control

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Kaizen Purpose

In general, it is a problem solving process based on improving safety, enhancing quality, and increasing speed of execution (delivery), by the elimination of waste in its many forms

改Kai 善 Zen

(Change) (Good)

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Kaizen Background

• Kaizen events (projects) are a way of unlocking the talents and abilities of all employees:• at the operating level,• in the quickest time,• by those who know the situation best

• Originally used by Toyota Motors to foster continued improvement within its Toyota Production System• It is now used around the world by many companies and has been

adopted to suit their particular needs and customs

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Value of a Kaizen Event

• Kaizen events (projects) are a way of accelerating business process improvement• to enhance safety• to improve productivity • to reduce cycle times• to reduce work-in-process• to reduce scrap and defects while minimizing the need for capital• helping management to find new ways to gain savings in time, space,

and labor output

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DMAIC Phases

Define What is the scope of the problem?

Measure What is the frequency of the problem?

Analyze Where and why does it occur?

Improve How can we fix the process?

Control How can we ensure the process stays fixed?Process Output Y=f (x) of inputs (Process variables x1, x2 ….)To improve Output Y, …control the key variables or inputs (x’s)

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The DMAIC Framework

To undertake an activity we use a systematic approach through the framework of D-M-A-I-C:

Define: Projects start with a problem that needs solving. Make sure everyone involved knows

• their role, • why you’re doing the project, • and what you’re trying to achieve.

Measure: The work you’ve done in the Define phase is based on what you think the problem is. During the Measure stage you need to clarify things by seeing how the work actually gets done and how well.

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The DMAIC Framework (continued)

Analyze: Now you know what’s happening with data, it’s time to find out why, but don’t jump to conclusions. Manage by fact to check out the possible causes and get to the root cause of the issue.

Improve: Now that you know about the process and the problem, the Improve stage is where you need to find a way to address the root cause, so come up with some ideas, select the best one and test it out.

Control: Lastly, you need to ensure you achieve and hold the gain. Sustainability is the most important aspect. Putting a control plan in place is vital to ensure that the process is carried out after your project is over and true gains are realized.

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• A typical Kaizen project lasts 3 - 5 days consisting of the following

• Projects are lead by a trained Kaizen Facilitator and supported by a Champion or Mentor• Projects are conducted at the place of the problem/issue and use

team members from the process to support the problem solving effort

Project Layout

Define Measure Analyze Improve Control

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Kaizen RoadmapDefine

1. Review Charter

2. Prep for Kaizen Event

3. Walk the Process

Measure

4. Create High Level Map

5. Create Detailed Map

6. Collect Baseline Data

Analyze

7. Perform Value Analysis

8. Complete Waste Walk

9. Identify Root Causes

Improve10. Select Improvements11. Identify Future State12. Perform Risk Assessment13. Pilot & ImplementControl14. Demonstrate Improvement15. Mistake Proof16. Implement Control Plan

Note: As we move through the material, the modules follow this flow

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Tool Flow Review Charter Walk the Process

(backwards)High Level Map

SIPOC/VSMDetail Map

Brown Paper Baseline Data

Value Analysis Waste Walk Root CauseFishbone

Select ImprovementsBrainstorm & PICK Future State Map

Risk AssessmentSxOxD Pilot & Implement Demonstrate

Improvements Mistake Proof Control Plans

MEASUREDEFINE

ANALYZE IMPROVE

IMPROVE CONTROL

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• Commits support to the team• Sets prioritiesExecutive

• High level leader (Director / VP)• Clears obstacles for the teamSponsor

• Manages the project• Runs the teamFacilitator

• Lean expert (mentor/coach/MBB)• Supports facilitator on methods and usageMentor

Roles in Supporting a Kaizen Project

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• 100% of time committed to the team• 5-10 people; 2-3 from work areaTeam Member

• Have skills that may be needed (SME)• On-call to support the project (priority)Support Team

• Vested interest in results• Processes affect MANY peopleStakeholders

• Specific type of stakeholder• Internal or externalCustomers

Roles in Supporting a Kaizen Project (continued)

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• Communicate problem to team before any kaizen project/ event planning• Communicate project charter to team & stakeholders

Before

• Communicate to stakeholders• Daily/ weekly leaders briefings (report progress and problems)

During

• Report out• Audits

After

Kaizen Communication

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• Poor scoping / goal setting• Projects not linked to big picture• Poor communication• Teams without authority to make changes• Improperly trained teams• Uncommitted leadership

Watch Out For…

Obstacles and Pitfalls

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Review

• What are the five phases of the DMAIC roadmap• Know deliverables associated with each phase

• Understand how a Kaizen event/ project follows the DMAIC road map• Appreciate the value that Kaizen brings to an organization

Define

Measure

Analyze

Improve

Control