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Kaizen Training
Kaizen Training
Kaizen Training
Kaizen Training
Kaizen Training
Kaizen Training
Kaizen Training
Kaizen Training
Kaizen Training
Kaizen Training
Kaizen Training
Kaizen Training
Kaizen Training
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Kaizen Training
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Kaizen Training
Kaizen Training
Kaizen Training
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Kaizen Training

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  • Kaizen eliminates waste.
    Some kaizen actions return to the standard; some drive improvement beyond the current standard.
    Kaizen actions point us towards true north.
    Kaizen equates to continuous improvement.
    Improvement happens where the work is done.
  • Want clip art for post-it notes
  • Trauda
  • Trauda
  • Kaizen is about employee involvement.
    Everyone participates.
    Incremental improvements are not enough.
    Many kaizen improvements can be done now.
    Use the tools. Get to the root cause.
  • Susan
  • Susan
  • Susan
  • Stacie
  • Stacie
  • Tony
  • Stacie
  • Stacie and then Kim
  • Jayme
  • Jayme
  • Tammy
  • Ingrid – do you want to use this?
  • Ingrid?
  • Ingrid
  • Transcript

    • 1. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Kaizen Training 1
    • 2. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Objectives • Understand Kaizen • Learn the relationship between Standardized Work and Kaizen • Learn the Kaizen Event process • Identify applications for Kaizen Green Belt Training Improve/Control Kaizen 2Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron
    • 3. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Section 1 What is Kaizen? Green Belt Training Improve/Control Kaizen 3
    • 4. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Green Belt Training Improve/Control Kaizen 4
    • 5. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Section 1: What is Kaizen? Green Belt Training Improve/Control Kaizen 5 Continuous Daily Improvement through Daily Management System 80%
    • 6. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 6 - A3 Projects - 100 day (Green Belt Projects) - Kaizen Event (Rapid Process - Improvement Week) - 3 P (Production Preparation Process - Value Stream Mapping Workshop Green Belt Training Improve/Control Kaizen Section 1: What is Kaizen? 20% Breakthrough Initiatives determined through Strategy Deployment
    • 7. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron The Notion Of Continuous Improvement MaintainMaintain ImproveImprove ImproveImprove ImproveImprove ImproveImprove MaintainMaintain MaintainMaintain True North Kaizen: • eliminates waste • identifies the next constraint • returns standard condition • drives improvement • can improve flow • enables J-I-T • increases performance • involves all employees Green Belt Training Improve/Control Kaizen 7
    • 8. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Another Look Waste Waste Customer- Valued Work Customer- Valued Work Incidental Work Incidental Work Kaizen Constant improvement in the direction of ‘True North': • Safest way • Shortest lead-time • Highest quality • Lowest cost Green Belt Training Improve/Control Kaizen 8
    • 9. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Advantage: Standard-Based Improvement I I I I I I S S S S S S A A AA A A Time Performance Kaizen based on Standardized Work. Kaizen without Standardized Work. With standardized work in place Kaizen ensures incremental improvements are sustained. Green Belt Training Improve/Control Kaizen 9
    • 10. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Section 1 Summary • The word Kaizen means ___________ ___________. • __% of improvement work should be through continuous _______ improvement. • Continuous daily improvement is facilitated by the daily ______ system. • __% of improvement work should be through ________ initiatives. • Breakthrough initiatives are planned through the ________ deployment process • Kaizen actions should point us towards T_____ N______. Green Belt Training Improve/Control Kaizen 10
    • 11. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Section 2 Kaizen Events 'How To' Green Belt Training Improve/Control Kaizen 11
    • 12. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Section 2: Kaizen Events ‘How To’ 1. Identify the opportunity 2. Form a Team 3. Determine the improvement objectives 4. Determine the schedule 5. Understand the current state 6. Envision the future state 7. Develop improvement ideas to close the gap 8. Implement and Standardize 9. Complete pending task list items 10. Sustain the gains 11. Continuous process improvement Green Belt Training Improve/Control Kaizen 12 Pre- Kaizen Kaizen Event Post Kaizen
    • 13. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Kaizen Events using the DMAIC Model Define Measure Confirm Define Confirm and/or add to Measure Analyze Improve Improve Control Green Belt Training Improve/Control Kaizen 13 Before During After
    • 14. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Green Belt Training Improve/Control Kaizen 14 • Understand the Customer • Define the Business Case • Define the Process • Articulate the Project Plan Before Kaizen
    • 15. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Green Belt Training Improve/Control Kaizen 15 MEASURE What are we going to measure? Can it be easily attained? Can it be objectively measured? What is our baseline of performance? What will be our success target? Before Kaizen
    • 16. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 16 Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’
    • 17. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 17 Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ In the A3 Document, describe… What’s the background? Establish the business case. What is the Current Condition?
    • 18. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 18 Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ Problem Statement, Goal, Metrics, Parameters World class benchmarks: 50% reduction in defects; Value-added time >30% of Lead Time; 50% reduction in lead-time. •Consider ‘breakthrough’ goals, not just incremental improvements. •Stretch objectives lead us to develop options we might not otherwise. •Use the SMART approach to setting goals. In the A3 Document, describe…
    • 19. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 19 Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ The Team: • 6-10 ideal • Process Owner • 2-3 from area • Upstream and Downstream customers • “Fresh Eyes” • Ad Hoc Team members • Support Personnel • IS • Engineering In the A3 Document, describe…
    • 20. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 20 Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ The A3 Document The High Level Schedule •Make sure key individuals can be present •Choose the best days and times for your team (do you need to do afternoons, evenings, weekends?) •Make sure you stay away from key hospital events •Stay away from month-end close (if applicable), holidays, peak season
    • 21. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 21 Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ The Kaizen Playbook Initial Planning
    • 22. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ The Kaizen Playbook Initial Planning
    • 23. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 23 Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ The Kaizen Playbook Initial Planning As a facilitator: • go to the gemba • develop a SIPOC if possible, at least a process map • determine if data is available for use in a VSM, and obtain this data
    • 24. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 24 Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ The Kaizen Playbook Initial Planning
    • 25. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 25 Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’
    • 26. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 26 Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’
    • 27. General Kaizen Overview Cause & EffectCause & Effect UDOs/Issues Ease Impact .5 1.5 1.0 2.0 2.5 .5 3.0 3.5 4.0 4.5 5.0 1.01.5 2.02.53.03.54.04.5 5.0 1 2 3 4 5 8 9 10 76 Brainstorm Team Training Go to the Gemba Goal Final Presentation Action Items What Who When Status Implementation 27 Understand the Current State Envision/Design the Future State SWI/Training/ Communication Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron
    • 28. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 28 Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ Prepare Materials • 5 S Supplies • Special Orders • Camera • Stop watches, pedometer, tape measures, label makers, walkie talkies • Training materials: flip charts, markers, slide deck • Cleaning Supplies • Standard Work Instruction template
    • 29. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 29 Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ Slide Deck Useful for Organizing • Sequence • Breaks Sets the stage • Introductions • Agenda • Expectations • Purpose Add in Fun • Videos • Games Training • Personality Matrix • Principles of Lean • DOWN TIME • What is Kaizen?
    • 30. www.akronchildrens.org/giving OR VALUE STREAM MAPPING EVENT DAY 1 Akron Children’s Hospital Center for Operations Excellence Sample Portion of a Kaizen Slide Deck Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron
    • 31. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Name Tags 31 Akron Children’s Hospital Center for Operations Excellence
    • 32. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Introductions 32 •Name •Where you work • Answer the question
    • 33. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron DAYS AGENDA 33 • Introductions • Agenda • Burning Platform • Team Building • Team Rules • Kick off • Basic Lean Training • Value Stream Map Training • Go to Gemba • Lunch • Current State VSM • Prepare for Report Out • Report Out • Reflection
    • 34. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 34 ...Start first with purpose Insert graphs and data (both qualitative and quantitative) that have been discovered through the pre-kaizen phase.
    • 35. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 35 Voice of the Customer Also, include Voice of the Customer in these first few slides.
    • 36. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 36 Benefit to our families What’s the benefit to our customer or families?
    • 37. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 37 Benefit to ACH What’s the benefit to our staff and organization? Financially and non-financial benefits should be listed.
    • 38. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 38 Additional Considerations/ Comments
    • 39. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 39 Define and Measure A3 Go through your A3 document here…
    • 40. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Problem Statement and Goals 40 Drill in on your Problem and SMART Goal Statement here…
    • 41. www.akronchildrens.org/giving 41 Team Process improvement through people development™ Copyright Children's Hospital Medical Center of Akron Make sure everyone on the team knows who all the other players are in the room.
    • 42. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 42 • Technical Expert • Outside Eyes ...Dual Role
    • 43. www.akronchildrens.org/giving LEAN WORKGROUPS • Responsibility to the Patient • Responsibility to the Organization • Responsibility to those who do the work Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron
    • 44. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 44 Work Hard Have Fun Learn Something Make Good Change Happen Keep breaks and lunches to schedule Expectations Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron
    • 45. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 45
    • 46. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 46 Team Rules • Be open to change. • Maintain a positive attitude. • Encourage everyone to participate. • Don’t dominate the conversation. • Never leave disagreements unspoken. • We’re not interested in assigning blame – only in creating solutions! • Practice mutual respect. • Treat others as you want to treated. • One person, one vote – position doesn’t matter. • The only stupid questions are the ones not asked. • Have fun! • Understand the process, and…JUST DO IT! • Additions???
    • 47. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Kaizen 47 Kaizen – “Good Change”
    • 48. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 48 End of Sample Portion of a Kaizen Slide Deck
    • 49. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron The Kaizen Event
    • 50. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ Challenge the team and ask: What would make us world class? What are our competitors doing? • Introductions • Agenda • Burning Platform • Agree on Metrics and Goal • Team Building • Team Rules • Kick off • Basic Lean Training • Go to Gemba Morning Day 1
    • 51. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron 51 Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ • Sharing Gemba Observations • Identifying Undesirable Observations (UDOs) • Ease Impact / Fishbone Diagrams / 5 Why Analysis • Leadership Report-Out Afternoon Day 1 Use the Tools!!! • Understand the sources of variation and waste • Get to the root cause Kaizen is about employee involvement. Everyone participates!
    • 52. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ Without the current state measurement, We don’t know where to begin improving. • Value Stream Map Training • Team creates Current State VSM • Team envisions Future State VSM • Begin to develop improvement ideas • Leadership report out Day 2 What is the current Lead Time? What does the lead-time consist of? What are the major contributing factors? What is the gap between plan and actual? Use the tools!!! Spaghetti diagram, Takt Time, Load Chart
    • 53. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Generating Ideas Follow these easy steps: 1. Determine the improvement need / opportunity that exists: Quality, Safety, Cost Reduction, Inventory, Cycle Time, etc. 2. Consider what can be changed to improve the situation: Better steps or methods Different parts or materials Learn new tool / utilize existing software functions Investigate low cost or no cost improvements 3. Evaluate sources for specific ideas: People in the process Equipment manufacturer or other users Other sites with similar processes Reference materials Find ways to encourage involvement by everyone. Green Belt Training Improve/Control Kaizen
    • 54. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ • Experiment with Improvement Ideas • Create a task list • Implement the “Just-Do-Its” Day 3 Try ideas in the actual process Evaluate and reflect on results Compare to the current state measurement Consider mistake proofing Creativity before capital
    • 55. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ Task List What is the task? Who is responsible? How? When? Status
    • 56. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ • Continue to implement new methods • Standardize the work • Determine training needs • Train to the standardized work • Develop communication plan • Leadership report out Day 4 For the improvements to be sustained, new procedures must be documented, trained and standardized.
    • 57. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ • Finalize improvements • Finalize Standard Work Instructions • Update task list • Prepare for final report out • Celebration lunch • Final Leadership report out Day 5 For the improvements to be sustained, new procedures must be documented, trained and standardized.
    • 58. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ • Leadership should attend and support the presentation. • Involve all people from the team if possible. • PowerPoint not required: use flipcharts from actual activity. • Keep it simple and have fun. Celebrate the results. • Consider where similar processes reside; share the learning. • Conduct the presentation at the worksite if possible. Final Report Out
    • 59. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ Final Report Out Presen- tation 1. Kaizen Team Name and map or photo of the area. 2. Introduce team members by name. 3. Team mission - why improvement was needed. 4. Team targets and objectives. 5. Activities and actions taken during Kaizen: • Show by sketch, photo, drawing, etc • Show before and after comparisons. Root cause analysis. • Review follow-up actions • A3 – Problem Solving format may be used for presentation 6. Results - the most vital message! 7. Closing comments from Kaizen team and facility leadership. A crisp presentation: who, why, what, how & results.
    • 60. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Green Belt Training Improve/Control Kaizen Section 2: Kaizen Events ‘How To’ The Kaizen Playbook After the Kaizen
    • 61. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Not Just an “Event” • In the past, we have thought of Kaizen mostly as an 'event'. • That term implies a distinct beginning and end. • This may be true for some Kaizen activities. • The concept of Kaizen does not have a beginning or an end. • Kaizen is the 'better every day’ way of thinking. • Small, incremental improvements done immediately are also Kaizen. • As ‘better every day’ becomes the way we work, the do-it-now Kaizen will likely far outnumber the more-formalized Kaizen activities. • Lean Champions will be needed after a Kaizen event to sustain the gain. Green Belt Training Improve/Control Kaizen
    • 62. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron Section 2 Summary • To have a successful Kaizen you need to ________. • During the Kaizen, encourage _______ to participate. • Incremental improvements are ___ enough. • Use the ______. • To prepare, a facilitator must go to the ________. • Find ways to make it ______! Green Belt Training Improve/Control Kaizen
    • 63. www.akronchildrens.org/giving Process Improvement Through People Development™ Copyright Children's Hospital Medical Center of Akron CCL Processing Kaizen Event October 26 – 30, 2009 Akron Children’s Hospital Center for Operations Excellence Kaizen Examples
    • 64. www.akronchildrens.org/giving Akron Children’s Hospital Center for Operations Excellence Before – Phlebotomy area and “ACHP Dump” site
    • 65. www.akronchildrens.org/giving Akron Children’s Hospital Center for Operations Excellence Before – Intake Window, Tube Station and Accession Table
    • 66. www.akronchildrens.org/giving Akron Children’s Hospital Center for Operations Excellence Before – Centrifuge and Aliquot Area
    • 67. www.akronchildrens.org/giving Baseline Data Include data both quantitative and qualitative
    • 68. www.akronchildrens.org/giving • Defects / Corrections • Overproduction • Waiting • Not utilizing employee skills (Underutilization) • Transportation / Movement • Inventory • Motion • Excessive Processing 8 Types of Waste in Healthcare Process improvement through people development™ Copyright Children's Hospital Medical Center of Akron
    • 69. www.akronchildrens.org/giving Akron Children’s Hospital Center for Operations Excellence
    • 70. www.akronchildrens.org/giving Day 1 (Monday) - Training, Undesirable Observations and Ease/Impact Analysis
    • 71. www.akronchildrens.org/giving Akron Children’s Hospital Center for Operations Excellence Day 2 - Value Stream Mapping
    • 72. www.akronchildrens.org/givingDay 2 – The Current State Floor Layout
    • 73. www.akronchildrens.org/giving Akron Children’s Hospital Center for Operations Excellence Day 2 – Lean Design - Version 5
    • 74. www.akronchildrens.org/giving Time Available Takt Time Demand
    • 75. www.akronchildrens.org/giving Day 4 – Approval for LTD Rollout
    • 76. www.akronchildrens.org/giving Wall mounted CPU and Monitor
    • 77. www.akronchildrens.org/giving Andon Lights
    • 78. www.akronchildrens.org/givingLast Minute Details – Friday morning
    • 79. www.akronchildrens.org/giving Custom built “prototype” table delivered Friday morning
    • 80. www.akronchildrens.org/giving Akron Children’s Hospital Center for Operations Excellence Back in Business – Friday Afternoon
    • 81. www.akronchildrens.org/giving 81 Akron Children’s Hospital Center for Operations Excellence Before and After
    • 82. www.akronchildrens.org/giving Center for Operations Excellence End of the CCL Slide deck

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