Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST

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Recorded webinar: http://slidesha.re/1jKwkjg

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Karen’s Books: http://ksmartin.com/books

In today's world of rapid change, it's increasingly important for organizations to build rapid problem-solving and execution capabilities.

In this webinar, you'll learn how to use Kaizen Events (aka Rapid Improvement Events) and the elements of Kaizen Events to not only get fast results, but to also change organizational paradigms and behaviors.

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Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST

  1. Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST Webinar September 13, 2012
  2.  Founder: Karen Martin & Associates, LLC (1993). Consultant / Coach: Lead Lean transformations & develop people in office, service and knowledge environments. Teacher: University of California, San Diego’s Lean Enterprise program. Author: Karen Martin,  Principal www.ksmartin.com Just released 2nd Edition  October 2012
  3. 1. Raise your hand – you  will be un‐muted and  can ask verbally.2. Type your question into  the question log. 3
  4. Kaizen Kai = Change Zen = GoodContinuous Improvement 4
  5. Kaizen Event – DefinitionA two- to five-day focused improvement activity during which a sequestered, cross-functional team designs andimplements improvements to a definedprocess or work area, generating rapid results and learned behavior. Karen Martin & Mike Osterling The Kaizen Event Planner 5
  6. Kaizen Event Outcomes• Standardized, waste-free work• Documented, measurable processes• Stronger working relationships• Deeper problem-solving skills• New mindsets, behaviors & habits – Need fewer & fewer KEs as you progress with transformation• Clearer roles between leadership and frontlines• Energized & engaged workforce 6
  7. Energy Crisis: Widespread Disengagement 7
  8. Well‐executed Kaizen Events Engage  the Workforce© Karen Martin & Associates, LLC
  9. Engagement Drivers: The Three C’s  Connection Control Creativity© Karen Martin & Associates, LLC 9
  10. Establishing the conditions for full engagement: The workforce designs how work should be done. 10
  11. Avoid  “Drive‐by”  Kaizen Events 11© Karen Martin & Associates, LLC
  12. Work: Degrees of Granularity Rooftop View Value Value Stream Stream Map(Strategic) Process Process Process In the Weeds Metrics-Based Step Step Step Process Map(Tactical) 12
  13. Improvement Roles Who? Scope of Authority MeansStrategic Leadership “What has to happen” Value Stream Mapping Middle ManagementTactical Frontlines “How it will happen” Kaizen Events, Just-do-its, and Projects 13
  14. Value Stream Mapping Kaizen  Events 14
  15. VSM Promotes Systems Thinking System Efficiency = Optimal Value Stream  Performance  Individual Efficiency =     Sub‐optimization 15
  16. 16
  17. 17
  18. Discharge Process Projected Results Current Projected % Metric State Future State ImprovementLead Time 15.5 hrs 5.9 hrs 62%Process Time 150 mins 115 mins 23%Percent Activity 16% 32% 100%Rolled First 20% 70% 250%Pass Yield 9,581 hrsFreed capacity --- --- = 5 FTEs 18
  19. 5-Day Kaizen: Typical Structure Kick‐offDay 1 & 2 Analyze current state  (Plan) Perform root cause analysis Design future state Interim briefing Design & test improvementsDay 3 & 4 Obtain buy‐in (Do, Study) Interim briefingDay 5 Finalize improvements (Study, Adjust) Train process workers & stakeholders Present results CELEBRATE! 19
  20. Interim Briefings – Every Day or Two• Purpose – Build consensus. – Assure a well-designed and sustainable improvement.• Team’s role – Present findings & ideas. – Ask leadership for guidance (if needed). – Discuss relevant policies and concerns.• Leadership’s role – no veto power. – Assures team has considered all options and thought through all implications. – No veto power if team is within scope and boundaries. • Instead: “Have you considered this?” “How would we handle…?” “What if…?” 20
  21. Micro‐PDSA Cycle • Create charter • Handle logistics – space, food,  gift of appreciation, equipment,  supplies, etc. • Schedule briefings • Communicate the event • Collect relevant data 21
  22. Clarifying the PDSA Cycle Phase Detailed Steps New    1.  Define and break down the  problem. Problem50‐80%    2.  Grasp the current condition. of the  Develop  Plan   3.  Set a target condition. total  Hypothesis   4.  Conduct root cause & gap analysis. time Continuous    5.  Identify potential countermeasures. Improvement   6.  Develop & test countermeasure(s) Conduct  Do   7.  Refine and finalize countermeasure(s). Experiment   8.  Implement countermeasure(s). Evaluate  Study   9.  Measure process performance. Results 10. Refine, standardize, & stabilize the process. Refine  Adjust Standardize  11. Monitor process performance. Stabilize 12.  Reflect & share learning. From The Outstanding Organization, Karen Martin (McGraw‐Hill, 2012) 22
  23. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & EndSpecific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings WorkforceEvent Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members1 Function Name Contact Information2 13 24 35 4 Event Goals and Objectives 51 62 73 84 95 10 Potential Deliverables On-Call Support1 Function Name Contact Information2 13 24 35 4 Possible Obstacles Approvals1 Executive Sponsor Value Stream Champion Facilitator23 Signature: Signature: Signature:4 Date: Date: Date:
  24. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & EndSpecific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings WorkforceEvent Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members1 Function Name Contact Information2 13 24 35 4 Event Goals and Objectives 51 62 73 84 95 10 Potential Deliverables On-Call Support1 Function Name Contact Information2 13 24 35 4 Possible Obstacles Approvals1 Executive Sponsor Value Stream Champion Facilitator23 Signature: Signature: Signature:4 Date: Date: Date:
  25. Define Scope: Narrow & Deep• Define fenceposts, conditions, and limitations.• Gives the team “freedom with boundaries.”• Charter communicates what the team does not have permission to do. 25
  26. Narrowing the Scope: Example Units Domestic Consumables Warranty Service Parts Non- Order WarrantyFulfillment Process Units International Consumables Warranty Service Parts Non- Warranty
  27. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & EndSpecific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings WorkforceEvent Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members1 Function Name Contact Information2 13 24 3 No more than 10!5 4 Event Goals and Objectives 51 62 73 84 95 10 Potential Deliverables On-Call Support1 Function Name Contact Information2 13 24 35 4 Possible Obstacles Approvals1 Executive Sponsor Value Stream Champion Facilitator23 Signature: Signature: Signature:4 Date: Date: Date:
  28. Form the Kaizen Team• No more than 10• Highly cross‐functional – Process workers (30‐50% of the team) – Upstream suppliers (internal) – Downstream customers (internal) – Subject matter experts – Outside eyes – External suppliers / contractors – External customers – Administrative support (if needed) – Union representatives (if relevant) – Maintenance / facilities representatives – Management (limited representation) 28
  29. Kaizen Event Team Formation Worksheet Executive Sponsor Event Name Value Stream Champion Event Dates Facilitator First Step Last Step Role in Target Process Subject No Upstream Process Downstream Matter Involvement Department Work Group Suppliers Workers Customers Experts or Impact123456789101112
  30. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & EndSpecific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings WorkforceEvent Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members1 Function Name Contact Information2 13 24 35 4 Event Goals and Objectives 51 62 73 84 95 10 Potential Deliverables On-Call Support1 Function Name Contact Information2 13 24 35 4 Possible Obstacles Approvals1 Executive Sponsor Value Stream Champion Facilitator23 Signature: Signature: Signature:4 Date: Date: Date:
  31. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & EndSpecific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings WorkforceEvent Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members1 Function Name Contact Information2 13 24 35 4 Event Goals and Objectives 51 62 73 84 95 10 Potential Deliverables On-Call Support1 Function Name Contact Information2 13 24 35 4 Possible Obstacles Approvals1 Executive Sponsor Value Stream Champion Facilitator23 Signature: Signature: Signature:4 Date: Date: Date:
  32. Facilitator Role• Teacher• Coach• Motivator• Challenger• Provocateur• Obstacle eliminator• Mediator• Time keeper 32
  33. Typical Team Evolution Adjourn  (Mourn) Perform Norm StormForm Bruce Tuckman, 1965 33
  34. Preparation & Logistics Kaizen Event Planning Checklist Executive Event Name Sponsor Value Stream Event Start Date Champion Facilitator Coordinator Due  Activity Date Owner Comments4 Weeks Prior3 Weeks Prior 11 Finalize Kaizen Event charter and gain approval. 12 Distribute approved Kaizen Event charter. Review Event scope and determine which current state data and metrics needs to be 13 collected and assign accountability (e.g. volumes, metrics, service levels, survey results, etc.). Identify potential functions / individuals that may need to receive training on the 14 improvement process be trained during Kaizen Event and send notification email to them. 15 Prepare training materials for the event (including lean overview and relevant tools). Identify potential on-call resources (people and/or supplies) and time commitment 16 required of those resources. Send communication to area staff, as well as "involved" internal customers & suppliers, 17 advising of upcoming Kaizen Event. Post Kaizen Event charter. Solicit improvement ideas from stakeholders (include 18 upstream and downstream workers, too). 19 Follow-up with people who havent RSVPd re: their participation. 20 Schedule senior leadership representation for event kick-off.
  35. Micro‐PDSA Cycle • Kick off • Thoroughly  understand the  current state  (including root  cause analysis) • Determine  appropriate  countermeasures 35
  36. Rules of Engagement• The team starts and ends the day together and breaks together; being on time is critical.• The team stays 100% committed and 100% focused. – No interruptions. – All wireless devices on silent mode or off. No vibration. – No email except for during breaks.• Keep an open mind and consider all ideas. Ask “why?,” “what if?,” “why not?”• Challenge everything; seek the wisdom of ten vs. the knowledge of one.• Rank has no privilege.• Finger-pointing has no place.• No silent objectors; don’t leave in silent disagreement; respectful disagreement is encouraged.• Use creativity before capital.• What’s said in the room stays in the room. 36
  37. Current State Documentation Options• Go to the gemba! – OBSERVE• Review Performance data• Draw Spaghetti diagrams• Documentation / job aid review• Videotape / photos• Worker interviews• Work samples• Metrics-Based Process Mapping (MBPM) 37
  38. Metrics-Based Process Mapping
  39. Root Cause Analysis Do you THINK or do you KNOW? 39
  40. PACE Improvement Prioritization Grid 9 22 17 23 8 3 21 Easy 10 4 Kaizen Event – 13 5 Focus on “Easy”  15 & High Benefit  Ease of Implementation 20 Improvements 14 19 1 16 7 6 2 11 18 12 Difficult Low High© Karen Martin & Associates, LLC Anticipated Benefit
  41. Building a Lean EnterpriseFlow‐Enabling  Tools Process  Stabilization  Tools
  42. Micro‐PDSA Cycle• Assess results  What do others think?  Does the improvement solve  the problem?  Does it need to be tweaked? 42
  43. Standard Work Job Aid Criteria• Simple• Visual• Physical• Posted at point of use• Created by people who do the work and tested by others
  44. Standardize & Error-Proof 44
  45. Checklists assure  all critical tasks are done within  defined  timeframes
  46. Micro‐PDSA Cycle• Refine as needed• Implement (train  staff) 46
  47. Implementation = Training• Why training – Communicate new process – Distribute new procedures, aids, tools, etc. – Create confidence & competence among workers – Build sustainability• Potential training audience – Workers and their supervisors / managers – Downstream customers (if impacted by change) – Upstream providers (if input they provide will be  changed) 47
  48. Sustainability Plan Sustainability Plan Monitoring / Measurement Executive Sponsor Event Name Requirement Plan Value Stream Champion Event Dates Facilitator "Go Live" Date Identify process owner. Who has ultimate responsibility for how process is performing? Team Lead "Go Live" Location 30-Day Audit Date 60-Day Audit Date Observe process one day after event is over. Talk with Which Kaizen team member(s) will observe the process? How will they Communication / Training workers, assure they understand how process should communicate results? Who is responsible for adjusting the process, if Requirement Plan be performed; see if there are problems. needed?Provide training for those who missed initial training. Who will deliver it and when? Put in place key metrics to measure process Who is responsible for finalizing process performance metrics and by when? performance; post performance. Who leads identification of training that need to be updated (ongoing and forIntegrate new process into ongoing department training. new employees), when will training be in place? Observe process one week after event is over. Talk Which team member(s) will observe the process? When? How will they with workers, assure they understand how process communicate results? Who is responsible for adjusting the process, if should be performed; see if there are problems. needed?Update Value Stream Map. Which value stream map(s) need to updated, who will do it and when? Will there be rewards / recognition for sustaining improvements? What will Define corrective actions required if new process not corrective actions be if workers are not following new process? Who will being followed (rewards and consequences).Update training records to reflect who has been trained. Who maintains training records? enforce these rewards/consequences? Monitor process performance frequently; post results Who monitors process performance on an ongoing basis? WhoCommunicate to affected parties who were not advisedduring event. Who communicates? How? To whom? put continuous improvement plans in place. communicates the results? When, to whom, in what format? Who will lead audit & when? How will results be communicated? To whom?Post the Event Report, 30-Day List, Sustainability Plan. Who is accountable? Where posted? Conduct 30-day audit. How will the process be adjusted, if needed? Whats the plan for continuous improvement?Update SOPs and other ISO or regulatory documents Who identifies relevant documentation? Who updates it? By when? Who will lead audit & when? How will results be communicated? To whom?impacted by changes. Conduct 60-day audit. How will the process be adjusted, if needed? Whats the plan for continuous improvement?Communicate and post 30-day and 60-day audit Who communicates? How? To whom? Where posted?results.Communicate audit results to stakeholders and Who communicates? Via what medium?leadership team.Communicate process performance measurement How is process performance going to be communicated to workers? Areplan. additional visuals needed? Who owns this activity? Value Stream Champion Process Owner Name Name Signature Signature Date Date
  49. Proper Process Management Assures Sustainability & Continuous Improvement • All processes MUST have a process owner. – Closer than farther from the work. – Recognized as having the authority to lead improvement. • 2-5 KPIs for every major process. • Frequent measurement. • Visual display of the results. • Relentless pursuit of problems and/or “raising the bar” (continuous improvement).© Karen Martin & Associates, LLC 49
  50. Spell-check Sheet Kaizen Event 30-Day List Executive Sponsor Event Name Value Stream Champion Event Dates Facilitator Team Lead Due Action Item Owner Owners Manager Progress Comments Date 4 11 3 2 Progress Key 4 1 4 12 3 2 3 2 4 13 0% Complete 3 2 4 14 4 3 2 4 1 3 25 3 2 25% Complete 4 16 3 2 4 1 47 3 2 3 4 18 50% Complete 3 2 4 19 4 3 2 4 110 3 2 75% Complete 4 111 3 2 4 112 3 2 4 113 100% Complete 3 2 4 114 3 2 4 115 3 2 50
  51. Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Twitter: @karenmartinopexBlog and/or newsletter: www.ksmartin.com/subscribe 51
  52. ResourcesJust released! 2nd Edition  October 2012

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