The Six Basic Kaizen Rules1. Respect othersParticularly the local operators, you are in their living room.2. Tell the truthIf you make changes based on data, the data should be based on reality3. Do your shareEveryone has something to contribute (you are a team)4. Try something newBe open minded. Try it instead of wracking your brain for reasons why itwon’t work.5. Ask whyGain complete understanding, assume nothing.6. Be safe/think safeBoth in your actions and in what you implement as part of change.
General Traits and Characteristics of a Leader• Eagerness to ‘see things as they could be’, notnecessarily as they are.• Appreciation and respect for everyone on the team.• Ability to move through the roughest times with spiritof optimism and determination to get through it.• Maintain a positive attitude at all times.• Unwavering strength of purpose – strongdetermination to ‘get the job done’
Leading MeetingsFive basic principles for an effective leader:• Lead by example• Focus on behavior• Value others• Build constructive relationships• Make things betterAsk yourself:• Am I acting the way that I want others to act?• Am I looking at the facts or generalizing?• Do my actions communicate that I value your contribution?• Is there an opportunity for all to benefit from this change?
Managing Differences1. Identify differences• Listen carefully to diagnose what’s going on• Ask questions to clarify differences• Check in often with quiet team members.2. Analyze the differences• List options on a flip chart. Make options ideas, not opinions• Analyze the ideas. Look for similarities. Consider alternatives.3. Make the decision• Don’t get stuck in discussion.• Ask: “will this choice help us to achieve our goal?”4. Implement the decision• Once you’ve decided – Move on!
Managing DecisionsDecision Making Styles:• Command• Consult• Majority• ConsensusNot all decisions are equally important.Have the team consider:• How critical is this decision to the success of our project?• How important is it that everyone fully supports the decision?• Do we need to talk about the issues involved to collect moreinformation before deciding?
Tips for Leading the Kaizen TeamDelegate• Ask a team member to execute all tasks• Only take on the work that must be done by theleader• Don’t let yourself be the bottleneck• When the leader is executing tasks, it is difficult tomake sure everyone else is engaged effectively• Be on the look out for quiet people and people on thefringes – get them involved helping you.
Tips for Leading the Kaizen TeamCoach• You may have to pull individuals aside and remind them of theSix Kaizen rules and roles of team members.• You may have to ask a disruptive team member to leave theteam (rare occurrence).• Tip for engaging resistant team member – give them concrete,focused tasks to keep them busy. Idle hands make it worse.• NEVER belittle a resistant team member. Always coach inprivate. Company Values are required.• Be very aware of hierarchical barriers and behaviors. Coachany supervisors and managers on the team ahead of time thatthey are on equal footing with the rest of the team. Make surethey recognize the notion of “being in the operators living room.”• Watch out for team members speaking on behalf of theoperators and shutting down the operators. This is quitecommon, and creates a downward spiral. (Operator = Peoplewho actually do the work)
Tips for Leading the Kaizen TeamDivide and Conquer• Sub teams are often the most effective way to accomplish a lotof work in short time.• Sub teams can change purpose and membership throughoutthe week – be flexible, and let the work define the structure.• Always clearly identify the sub team leaders.• Try to put a “ringer” on every sub team.• Do not allow both the leader and co-leader to be on a sub team.Someone has to rotate across teams to check on progress andengagement, challenge sub teams, facilitate cross-team issues.• When the full team needs to work together, have the leader, co-leader, or KAIZEN facilitator watch carefully to make sureeveryone is engaged.
Tips for Leading the Kaizen TeamManaging the Day• Always have an agenda for Day 1 before you start.• At the end of each day, prior to the daily team leader meeting, identifythe work to be done the next day. Translate that into time blocks, who,where, etc. before the next morning. Make it visible on a flip chart orwhite board.• Set specific times for breaks and lunches. START ON TIME. Don’twait for late arrivals or you encourage bad behavior.• Designate a person(s) to capture learnings and daily accomplishmentsthroughout the day. This could be a role for sub team leaders,KAIZEN facilitator, co-leader, etc. This makes preparation for the dailymeeting very simple. Have team members use the kaizenimprovement idea form throughout the week, which saves timepreparing for the closing meeting.• Save all hard copy of spaghetti diagrams, Standard worksheets, Timeobservation sheets, etc. to use at closing meeting.• When the sensei arrives, work should not stop. The team leader andKAIZEN facilitator should break away and quietly bring the sensei up todate. Then the sensei may ask to observe the team, and interact withthe team.• If electronic preparation is required for daily/closing meetings,DELEGATE.
Kaizen Newspaper/30 Day Follow Up/Discovery ListWhat are they? How do we use them?Kaizen Newspaper• Start the newspaper immediately. It’s ok to start the newspaper before the event!• Newspaper should contain all countermeasures required to achieve the target sheet.• The objective is to close out 100% of newspaper items during the kaizen.• Use the newspaper to allocate work to team members and sub teams. Use the dates, %complete, and even time of day to set clear expectations.30 Day Follow Up List• The Kaizen newspaper turns into the 30 day follow up list if there are open items at the end ofthe event.• The 30 Day follow up list should represent all the work required to deliver the targets.Discovery List• This list is used to capture discoveries about additional opportunities outside the scope of theevent. Use this to capture good ideas you don’t want to forget.• The team will not work on these ideas during the week (unless you finish early and want to keepgoing!).• This list is sometimes shared at the closing meeting to share follow up kaizen opportunities.
Tips for Leading the Kaizen TeamWhat should I hang on the wall?• Six Rules of Kaizen• Large Area Profile and Target Sheet• Large kaizen newspaper forms• Storyboard of data if appropriate• Current State/Future State Value Stream MapsUseful additions, depending on the team:• Roles of Team Members• Where is the Waste? Diagram• Seven forms of Waste: TIMWOOD• Others?
Tips for Leading the Kaizen TeamPreparing for the Closing Meeting• Read the training guide and understand the closing checklist before theevent. Be Prepared is your motto.• Utilize work throughout the week for the closing meeting. This is not afancy powerpoint presentation. If you gather improvement ideas andmaterials each day, it’s easy to prepare for Friday.• By mid-Thursday, have an outline of the closing meeting ready. Byend of day Thursday, assign the elements to team members. Askthem to draft their presentation slides before Friday morning.• On Friday morning, collect the drafts and let the team continue to workon closing out newspaper items. Take a few team members andreview all the content for quality, flow, legibility. Ask each teammember to make their own upgrades. Make any overall outlineadjustments.• Rehearse as a team. If there is more than one team in the closingmeeting, rehearse once in your own team BEFORE the full dressrehearsal.• USE THE CHECKLIST.• Get the copies and overheads made.• Put signed certificates in order of presentation and return to facilitator.
Standard Work for Kaizen MeetingsOpening Meeting1. Welcome and Agenda Review KAIZEN Facilitator 5 min2. Business Rationale for Event Process Owner 5 min3. Area Profile & Target Sheet Team Leader 10 min4. Closing Comments KAIZEN Facilitator 2 min
Standard Objectives for Daily Team Leader MeetingWho attends: Management representatives who are responsiblefor ensuring implementation.Team Leader, Co-leader, KAIZEN facilitator, SenseiTeam continues to work during daily meeting!Monday: Review Areas of Focus discovered during the dayTuesday: What is the project? What are we going to tackle?-make sure managers understand the focusWednesday: What is the likely outcome or solution?-make sure managers understand and support thesolutionThursday: Key issues for sustainment-make sure managers understand what they andthe organization need to do to sustain the gains
Standard Work for Kaizen MeetingsDaily Team Leader Meeting1. Target Sheet Update Team Leader 2 min2. What did we do today? Team Leader 3 min3. What did we learn today? Team Leader 3 min4. What will we do tomorrow? Team Leader 3 min5. Where do we need help? Team Leader 1 min6. Sensei Feedback & Instructions Sensei 10 min
Standard Work for Kaizen MeetingsClosing Meeting1. Welcome & Agenda Review KAIZEN Facilitator 5 min2. Team Reports Team 12 min-AP & TS Team Leader-Individual Reports Team members-Kaizen Newspaper Co-Leader-Acknowledgements Team Leader3. Sensei comments Sensei 5 min4. Management comments Senior Leader 5 min5. Presentation of certificates Senior Leader 5 min6. Wrap up & acknowledgements KAIZEN Facilitator 2 minUSE THE CHECKLIST TO PREPARE!!!