8 Things to Avoid to Make Your Kaizen Successful

3,684 views

Published on

Webinar slides from Jeff Hajek and Tim McMahon about 8 common mistakes to avoid in order to make your kaizen more successful.

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
3,684
On SlideShare
0
From Embeds
0
Number of Embeds
542
Actions
Shares
0
Downloads
82
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • A charter is used to establish the framework of the kaizen. It determines what the problem statement is, relevant background information, time frame, team members, some estimation of the resources involved, and how the improvement will be measured. Without a charter the kaizen could take a very different direction.In order to make the kaizen successful you need to identify what elements are critical to the process. You must determine how you will measure the success of this kaizen so you know if your countermeasures are effective. Without measurement the kaizen can go on and on.The size or amount you will tackle within the kaizen is important for getting things done. If the scope is too large you run the problem of never implementing an improvement.
  • 8 Things to Avoid to Make Your Kaizen Successful

    1. 1. 8 Things To Avoid To Make Your Kaizen Successful<br />Presented by<br />Jeff Hajek<br />Gotta Go Lean<br />Tim McMahon<br />A Lean Journey<br />Version 4/14/2011<br />
    2. 2. Introduction<br />善<br />改<br />Kai<br />Zen<br />Change<br />Good<br />
    3. 3. Forms of Kaizen<br />
    4. 4. Purpose of Kaizen<br />Cross-FunctionalTeams<br />Multi-Level Teams<br />
    5. 5. Lack of a Charter<br />A charter is used to establish the framework of the kaizen. <br />It determines what the problem statement is, relevant background information, time frame, team members, and some estimation of the resources involve.<br />You must determine how you will measure the success of this kaizen so you know if your countermeasures are effective.<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:IWW_charter.jpg<br />
    6. 6. Scope Creep<br />Driven by motivation to do well<br />You can adjust goals as needed, if…<br />…it doesn’t keep you from meeting critical goals<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:GMC-S15-Jimmy.jpg and http://commons.wikimedia.org/wiki/File:1987-gmc-archives.jpg<br />
    7. 7. Poor Team Selection<br />The team members on the kaizen are the brain power and manpower behind the improvement. <br />Picking the team members should be an important part of planning the kaizen. <br />You need to consider people's skill sets, expertise or knowledge, individuals within and outside the process, and who will provide the learning.<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Dickies_500_Army.jpg<br />
    8. 8. Win-Lose Scenarios<br />Don’t create resistance by letting one group come out ahead of other groups<br />Doesn’t have to be equal every time, but must balance eventually<br />One disgruntled person can wipe out massive gains<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Superbowl_Trophy_Crop.jpg<br />Super Bowl XX Final Score: Bears 46, Patriots 10<br />
    9. 9. Striving for Perfection<br />If you try to achieve perfection you may well be at the kaizen a very long time. Perfection is elusive. <br />If you can accomplish 80% of what you set out to and meet the goals of the charter then call it complete. You will be back to improve from this new state again.<br />Failure to follow through on these can undermine the team's efforts.<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:BillyMills_Crossing_Finish_Line_1964Olympics.jpg<br />
    10. 10. Uncommitted Leaders / Champion<br />Conflicted often confused with lack of commitment<br />Discover real conflicts<br />Tread carefully!!!<br />Enlist a mentor for help<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Yin_yang.svg<br />
    11. 11. Lack of Visibility for Non-Participants<br />Getting the buy in from those who are not participating on the team is important for sustaining the improvement. <br />For those who are not involved we need to make them aware of the improvements the team is making. <br />If you don't they will naturally resist the improvement.<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Tower_Optical_Binoculars.jpg<br />
    12. 12. Scrounging for Materials / Tools<br />No scavenger hunts!<br />Build a resource area<br />Use kanban for reorder<br />Address accounting issues<br />Predict what you might need<br />You can return unneeded items later<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Treasure_map.svg<br />
    13. 13. Conclusion<br />Lack of a Charter<br />Scope Creep<br />Poor Team Selection<br />Win-Lose Scenarios<br />Striving for Perfection<br />Uncommitted Champions / Leaders<br />Lack of Visibility for Non-participants<br />Scrounging for Materials and Tools<br />
    14. 14. Follow-up Information<br />http://www.ALeanJourney.com<br />4 Essential Green Gadgets for your Lean Kaizen<br />The Importance of Going to the Gemba<br />10 Things to Avoid During Kaizen<br /><ul><li>http://www.GottaGoLean.com
    15. 15. Lean Training System
    16. 16. http://www.velaction.com/products-services/lean-training/
    17. 17. New DVDS
    18. 18. Daily Management
    19. 19. Poka Yoke</li></li></ul><li>Questions<br />Jeff Hajek<br />Info@Velaction.com<br />www.GottaGoLean.com<br />1.800.670.5805<br />Tim McMahon<br />http://linkedin.com/in/timothyfmcmahon<br />860-469-LEAN (5326)<br />
    20. 20. Copyright Terms<br />You may modify this presentation for use within your own organization.<br />You may distribute this presentation within your own organization.<br />You may not distribute this presentation, its derivative works, or images contained within it outside of your own organization.<br />

    ×