UCSD Class: Kaizen Events

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UCSD Class: Kaizen Events

  1. Kaizen Events Lean Enterprise Program UCSD Extension Instructor: Karen Martin
  2. Learning Objectives • You will learn: – How Kaizen Events differ from kaizen. – How to plan an event (including necessary leadership engagement, scoping, team formation, and logistics). – How to execute/facilitate an event. – How to sustain improvements. – How Kaizen Events can help shift culture.
  3. Agenda • • • • • • • Overview Kaizen Event Planning Event Execution – Part I DVD - Breakthrough Kaizen Events (DVD) Event Execution – Part II Event Follow-up / Sustaining the Change Applying Kaizen Events in Your Organization
  4. Kaizen Defined KAIZEN Kai Zen Break apart Study To change Make better Continuous Improvement © 2011 Karen Martin & Associates 4
  5. Kaizen Event – Definition A two- to five-day focused improvement activity during which a sequestered, crossfunctional team designs and fully implements improvements to a defined process or work area, generating rapid results and learned behavior. Karen Martin & Mike Osterling The Kaizen Event Planner, 2007 © 2011 Karen Martin & Associates 5
  6. Strategic Improvement Roles Who? Accountability Tool Senior Leadership What has to happen Value Stream Mapping How it will happen Kaizen Events Tactical Middle Management Frontline Workers © 2011 Karen Martin & Associates 6
  7. “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” - General George S. Patton © 2011 Karen Martin & Associates 7
  8. Kaizen Event Characteristics • Aggressive, measurable objectives • Sequestered, cross-functional team (100% focus) • Short duration: 2-5 consecutive days • Scope: Narrow and deep • Emphasis on the elimination of unnecessary non-value-adding activities © 2011 Karen Martin & Associates 8
  9. Defining Value • Value-Adding (VA) - any operation or activity your external customers value and are (or would be) willing to pay for. • Non-Value-Adding (NVA) - any operation or activity that consumes time and/or resources but does not add value to the service provided or product sold to the customer. – Necessary - regulatory requirements, support processes, etc. – Unnecessary - everything else - WASTE © 2011 Karen Martin & Associates 9
  10. Work Effort Classification as Defined by the Customer
  11. Kaizen Events Characteristics (continued) • Low cost – Define and exploit the “technical boundaries” of existing resources – “Creativity before capital” thinking • Rapid Implementation (during the event) © 2011 Karen Martin & Associates 11
  12. Truck 5S Kaizen Event
  13. To avoid sub-optimization, tie all Kaizen Events to a Value Stream Map or other strategic improvement plan. Sub-optimized Value stream optimized © 2011 Karen Martin & Associates 14
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  17. Current State Value Stream Map Supplies Purchasing PurchasingCurrent State VSM Segment Non-repetitive purchases less than $5,000 Inititate Req. 1 Originator 31 PT = 10 mins. C&A = 10% Supplies Hard Copy Form File File Maker Quicken Vendor Website Excel ERP Data Entry Review Budget 2 Review Req. Finance PT = 5 mins. C&A = 60% 0.25 days 4 hrs. PT = 5 mins. C&A = 95% 0.5 days 5 mins. 20 Reqs Review 4 Requisition 40 hrs. PT = 5 mins. C&A = 90% 8 hrs. PT = 5 mins. C&A = 100% 1 days 5 mins. 8 hrs. 7 10 Reqs 1 PT = 10 mins. C&A = 95% 4 hrs. PT = 15 mins. C&A = 98% 0.5 days 10 mins. Approve in ERP 24 hrs. PT = 5 mins. C&A = 90% 3 days 15 mins. Submit PO to Supplier 8 63 Reqs 9 10 External Supplier Corp Purchasing Manager 1 Admin Asst Financial Mgr 1 1 days 5 mins. Enter Requisition Review 6 Requisition IS Manager 1 1 5 days 5 mins. Review 5 Requisition Sys Engineer Supervisor 2 6 2 hrs. 3 Corp Purchasing 6 56 hrs. PT = 15 mins. C&A = 98% 7 days 5 mins. 80 hrs. PT = 20 mins. 10 days 15 mins. LT = 28.4 days PT = 65 mins. AR = 0.477% RFPY = 4.2% Customer Demand: 615 requisitions per y ear PT = Process Time LT = Lead Time C&A = % Complete & Accurate AR = Activ ity Ratio (PT/LT x 100) RFPY = Rolled First Pass Y ield
  18. Future State Value Stream Map Purchasing Segment Non-repetitive purchases less than $5,000 Supplies Purchasing - Future State VSM Additional IT access Enter Req. in ERP Integrate Form File with File Maker 1 Originator 31 PT=30 mins. C&A = 85% Supplies Requisition Checklist Vendor Websites File Maker Cross Training Approval Additional IT access 2 4 hrs. 6 hrs. 0.75 days 5 mins. Place Order 3 4 5 External Supplier 6 PT=20 mins. 80 hrs. PT=20 mins. C&A = 98% 1 days 5 mins. Dedicated Buyers Corp Purchasing 8 hrs. PT=5 mins. C&A = 90% PT=5 mins. C&A = 95% 0.5 days Approve in ERP Dept. Manager 1 Supervisor 2 Use budget in place of Quicken Auto Notify Standard Work for review Review Req. ERP 10 days 20 mins. LT = 12.3 days PT = 30 mins. AR = 0.508% Customer Demand: 615 requistions per year PT = Process Time LT = Lead Time C&A = % Complete & Accurate AR = Activity Ratio (PT/LT x 100) RFPY = Rolled First Pass Yield RFPY = 71%
  19. Future State Implementation Plan Executive Sponsor Allen Ward Implementation Plan Review Dates Value Stream Champion Sally McKinsey 9/27/2007 Date Created 9/13/2007 Block # Goal / Objective Improvement Activity Type Owner 1, 3, 6 Reduce number of I.T. systems by 50%; orig to corp PT to 40 mins Integrate FormFile with MasterFile system PROJ Reduce number of review/approvals by 66%; orig to corp LT = 1.25 days Define standard work for requisition review; cross-train reviewers as needed KE Eliminate handoff to admin asst; orig to corp LT = 1.25 days Define standard work and cross-train originators in ERP data entry KE Dianne M. 1 Improve %C&A from originator to 85%; RFPY to 71% Create checklist for requisition initiation; integrate into existing form KE Ryan A. 3 Reduce number of I.T. systems; reduce PT orig to corp to 40 mins Eliminate Quicken use JDI Lori Y. 8,9 Reduce LT through corp purchasing to 1 day Create dedicated buyers PROJ 10/18/2007 11/29/2007 Implementation Schedule (weeks) Date 2 3 4 5 6 7 8 9 10 11 12 Complete Bruce T. 7 11/15/2007 Sam P. 2, 4-6 1 11/1/2007 10/4/2007 Value Stream Mapping Facilitator Karen Martin Jill W. Approvals Executive Sponsor Value Stream Champion Value Stream Mapping Facilitator Signature: Signature: Signature: Date: Date: Date: Type legend: JDI = Just do it; KE = Kaizen Event; PROJ = Project; RPE = Rapid Planning Event
  20. Hold Kaizen Events when… • • • • • Rapid change is desired. Cross-functional problem solving is necessary. You want to break old habits. You want to develop the workforce. You want to embed lean thinking into the organizational DNA. © 2011 Karen Martin & Associates 21
  21. Kaizen Events - Macro PDCA Cycle • Create Charter • Scope & Schedule Event • Form Team • Gather Data • Conduct Lean Overview • Hold Event • Create Sustainability Plan • Communicate success Plan Act • Adjust process as needed • Continuously improve Do Check • Monitor process performance • Complete 30-Day List • Conduct 30-Day & 60-Day Audits 22
  22. Kaizen Events - Macro PDCA Cycle • Create Charter • Scope & Schedule Event • Form Team • Gather Data • Conduct Lean Overview • Hold Event • Create Sustainability Plan • Communicate success Plan (4-6 weeks prior) Act • Adjust process as needed • Continuously improve Do Check • Monitor process performance • Complete 30-Day List • Conduct 30-Day & 60-Day Audits 23
  23. Kaizen Event Charter • Serves as a planning/shaping tool – What are our measurable objectives? – Who needs to be involved? • Defines the event scope and boundaries • Assigns accountability • Serves as a communication tool © 2011 Karen Martin & Associates 24
  24. Kaizen Event Charter Event Scope Value Stream Leadership Schedule Executive Sponsor Dates Specific Conditions Value Stream Champion Start & End Times Process Trigger Facilitator Location Team Lead Interim Briefings Event Name First Step Last Step Event Boundaries & Limitations Workforce Training Event Coordinator Event Drivers / Current State Issues Final Presentation Team Members Function 1 2 2 4 Contact Information 1 3 Name 3 5 4 Event Goals and Objectives 5 1 6 2 7 3 8 4 5 9 10 Potential Deliverables On-Call Support Function 1 2 2 4 Contact Information 1 3 Name 3 5 4 Possible Obstacles 1 Approvals Executive Sponsor Value Stream Champion Facilitator 2 3 4 Signature: Date: Signature: Date: Signature: Date:
  25. Charter Highlights • Communicate why – drivers for improvement – Create upfront alignment • Scope effort – Aim for narrow and deep • Define objectives – How will we measure our success? • Select facilitator – Objective and skilled • Form team – Cross-functional and inclusive • Schedule interim briefings © 2011 Karen Martin & Associates 26
  26. Kaizen Event Facilitator Roles © 2011 Karen Martin & Associates 27
  27. Kaizen Event Facilitator Necessary Traits • Skills / Knowledge – – – – – Lean tools Root cause analysis Project & time management Team building / facilitation People effectiveness – from front line workers to execs • Authority / Respect – Designated change agent / influence leader – Trustworthy – Comfortable removing obstacles & reaching out to senior leadership • Personality / Energy – Challenging, yet supportive – Positive, upbeat, energetic – Pushy without irritating • Objectivity / Fairness – No attachment to the work being improved © 2011 Karen Martin & Associates 28
  28. Scoping • Define fenceposts, conditions, and limitations. • Gives the team “freedom with boundaries.” • Tells the team what they do NOT have permission to do. © 2011 Karen Martin & Associates 29
  29. Refining the Focus • Purpose – To break improvement into manageable chunks • Counter the temptation to want to solve world hunger in a single improvement cycle. – To select the most effective team. • Process – Identify conditions that go through different process steps. – Select one based on “pain,” volume, cost, customer impact, compliance issues, etc. – Analyze the current state for that single condition; attempt to apply future state improvements to a broader set of conditions © 2011 Karen Martin & Associates 30
  30. Narrowing the Scope: Example Units Domestic Consumables Warranty Service Parts Order Fulfillment Process NonWarranty Units International Consumables Warranty Service Parts NonWarranty
  31. Scoping Activity • Pair up with a partner. • Select a mfg or non-mfg process to be improved. • Using the worksheet, select the specific set of conditions a Kaizen team might focus on for making improvements. • ID first and last steps (improvement fenceposts). • Be prepared to discuss. © 2011 Karen Martin & Associates 32
  32. Kaizen Event Scoping Activity Worksheet
  33. Setting Objectives • Objectives are – Measurable – Contain numbers – Baseline compared to desired state • Goals – General statements of intent – Contain only words – Contain no baseline, nor desired state • Aim for objectives, not goals – Goal: Implement kanban. – Objective: Reduce stockouts from 25% to 10%. • Examples from your projects © 2011 Karen Martin & Associates 34
  34. Sample objectives • Reduce LT from 3 days to 1 day. • Increase FPY from 60% to 85%. • Reduce X operation cycle time from 2.5 hours to 30 minutes. • Increase uptime from 70% to 90%. • Increase inventory turns from 3 per year to 8 per year. • Reduce operator annual turnover from 50% to 25%. © 2011 Karen Martin & Associates 35
  35. Forming the Kaizen Team • The single greatest determinant of event success • No more than 10 (6-8 ideally) • Action-oriented individuals – Or thorough prepping / coaching of more passive members • Must currently perform work being improved • Manage team member selection – May need to lobby for team members – Obtain approval of person’s direct supervisor first – Avoid being told who needs to be on the team by people who don’t understand Kaizen Events – Must have full time representation for all critical operations – One the Kaizen Charter is set, no one is added to the team unless the team requests them © 2011 Karen Martin & Associates 36
  36. Kaizen Team Composition - Options • • • • • • • • • • • Upstream suppliers (internal) Operators / staff who perform the work being improved Downstream customers (internal) Subject matter experts (i.e. information systems, regulatory, legal, risk management, etc.) External suppliers / contractors External customers Union representatives Maintenance / facilities representatives Outside eyes Management (limited representation) Administrative support (to create standard work tools) © 2011 Karen Martin & Associates 37
  37. Interim Briefings • Every day or two • Team presents their ideas; leadership assures team has considered all options and thought through all implications • Leadership’s role – not to say “no” – To say “Have you considered this?” “How would we handle…?” “What if…?” • Workforce grows stronger as they learn how to identify and eliminate waste • Leadership grows stronger as they’re able to shift their focus to strategic planning and performance monitoring • Venue for challenging policies © 2011 Karen Martin & Associates 38
  38. Class Activity: 1. Determine the functions that need to be represented on your Kaizen Event team. 2. Determine who should attend interim briefings. Kaizen Event Charter Event Scope Value Stream Leadership Schedule Executive Sponsor Dates Specific Conditions Value Stream Champion Start & End Times Process Trigger Facilitator Location Team Lead Interim Briefings Event Name First Step Last Step Event Boundaries & Limitations Workforce Training Event Coordinator Event Drivers / Current State Issues 2 Team Presentation Team Members Function 1 2 3 2 4 Name 1 3 5 4 Event Goals and Objectives 1 5 1 6 2 7 3 8 4 5 9 10 Potential Deliverables On-Call Support Function 1 2 3 2 4 Name 1 3 5 4 Possible Obstacles 1 Approvals Executive Sponsor Value Stream Champion Facilitator 2 3 4 Signature: Date: Signature: Date: Signature: Date:
  39. Additional Prep: Data and Materials • Gather anticipated equipment and supplies • Collect baseline data – Enough to avoid wasting time; not too much that the team is robbed from discovery – Current state performance metrics – Recent inspection results, surveys, etc. – Implement time-limited root cause check sheets (if relevant) • Gather relevant materials / documentation – Existing policies and procedures – Existing job aids – Relevant regs, industry standards, etc. © 2011 Karen Martin & Associates 40
  40. Additional Prep: Activities • Post “process issues and improvement ideas” flipcharts in relevant work areas • Conduct pre-event session for team and affected work area(s) – Lean overview (or review) including principles and key tools – Review Charter – Review roles and responsibilities; Kaizen Commandments – Set expectations • Arrange for food and recognition awards © 2011 Karen Martin & Associates 41
  41. Kaizen Events - Macro PDCA Cycle • Create Charter • Scope & Schedule Event • Form Team • Gather Data • Conduct Lean Overview • Hold Event • Create Sustainability Plan • Communicate success Plan Act • Adjust process as needed • Continuously improve Do (2-5 days) Check • Monitor process performance • Complete 30-Day List • Conduct 30-Day & 60-Day Audits 42
  42. Within The Event - Micro PDCA • Kick-off • Document & analyze the current state • Design future state • Brainstorm & prioritize solutions • Design & develop improvements • Refine & finalize improvements • Implement improvements • Train workforce Plan Check • Test improvements Do Act Do Act Macro PDCA Plan Check 43
  43. Kaizen Commandments • • • • • • • • • • • • The team starts and ends the day 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. Rank has no privilege. Finger-pointing has no place. No veto power from outside the team. No silent objectors. Don’t leave in silent disagreement. Seek the wisdom of ten, rather than the knowledge of one. The current process isn’t “broken”; it needs improvement. It’s okay and encouraged to disagree; it’s not okay to be disagreeable. © 2011 Karen Martin & Associates 44
  44. 5-Day Kaizen: Sample Structure Day 1 & 2 (Plan) Day 3 & 4 (Do, Check) Day 5 (Check, Act) Analyze current state Perform root cause analysis Design future state Interim briefing Design & test improvements Obtain buy-in Interim briefing Finalize improvements Train process workers and affected stakeholders Team presentation CELEBRATE! © 2011 Karen Martin & Associates 45
  45. Steps • • • • • • • • • Understand the current state (identify waste) Perform root cause analysis Brainstorm improvements Design improvements (eliminate waste) Test improvements Adjust & finalize Document improvements Train operators / staff Monitor performance © 2011 Karen Martin & Associates 46
  46. Within The Event - Micro PDCA • Kick-off • Document & analyze the current state • Design future state • Brainstorm & prioritize solutions • Design & develop improvements • Refine & finalize improvements • Implement improvements • Train workforce Plan Check • Test improvements Do Act Do Act Macro PDCA Plan Check 47
  47. Document / Analyze the Current State • Go to Gemba / observation • Spaghetti diagrams – Calculate motion/transportation costs and productivity losses • Work breakdown structure or Metrics-Based Process Mapping (MBPM) • Root Cause Analysis • Surveys / audits • Videotape • “Product” samples • Floor plans / blueprints © 2011 Karen Martin & Associates 48
  48. Go to the Gemba
  49. Before: Floor hand walk distance = 3,095 feet per rig-up Spaghetti Diagrams AFrame After: Walk distance = 300 - 500 feet P/U Water Power Pole Approximate reduction of 2600’ walk distance per floor hand per rig-up. For 1000 rig-ups per month by all the crews, there is an annual reduction of more than 5900 miles of walking!
  50. Spaghetti Diagram (Shows people and product travel) Mail Room Start Desk Table Table Table 6, 7, 8, 9 Table 6, 7, 8, 9 4b 6, 7, 8, 9 4a Table 6, 7, 8, 9 3 11 10 Desk Desk 4c 6, 7, 8, 9 Table 6, 7, 8, 9 Desk Desk Desk Desk cart Desk Desk Table 1 2 Table Desk Table Staging Area 12 Desk 51
  51. Root Cause Analysis • RCA is necessary to: – Avoid jumping to conclusions – Avoid creating “band-aid” fixes – Create lasting solutions that permanently eliminate the problem © 2011 Karen Martin & Associates 52
  52. Root Cause Analysis: 4 Key Tools Cause-and-Effect Diagram 5 Why’s People Material / Info Lack of experience Budgets Submitted Late Forecast in other system Manual vs. PC System avail. Quality issue requiring rework Staffing/absenteeism Order entry error Changing customer requirements w/ no adjustment to expected delivery Equipment failure Tally ||||| || ||||| ||| ||||| ||||| ||||| ||||| ||| | No standard work Email vs. FedEx Check Sheets Quantify Occurrences Material shortage Changing schedule Input rec’d late No sense of import Machine Reason No stnd spread sheet Time availability Why? Why? Why? Why? Why? Method No milestones $ vs. units Measurement Weather delays Dispersed sales force Environment
  53. Within The Event - Micro PDCA • Kick-off • Document & analyze the current state • Design future state • Brainstorm & prioritize solutions • Design & develop improvements • Refine & finalize improvements • Implement improvements • Train workforce Plan Check • Test improvements Do Act Do Act Macro PDCA Plan Check 54
  54. Brainstorming Improvement Ideas 1. Collect ALL ideas without evaluation. a. Move quickly to minimize censoring b. Can use “round robin” or free-for-all approach 2. Eliminate those that are not feasible due to regulatory, legal, financial, etc. issues. 3. Merge those that are similar 4. Number the “finalists” 5. Rank finalists based on: a. Anticipated benefit b. Ease of implementation © 2011 Karen Martin & Associates 55
  55. PACE Prioritization Matrix Easy 5 4 13 23 8 22 17 3 10 21 1 16 15 20 19 14 6 7 11 2 18 12 Difficult Ease of Implementation 9 High Anticipated Benefit Low
  56. Building a Lean Enterprise
  57. Tools for Realizing the Future State • • • • • 5S Visual Management Standardized work One-piece flow Pull systems – FIFO lanes – Kanban systems • Batch size reduction • Quality at the Source (poke yoke) • Work cells • Cross-training • Load leveling (heijunka) • Work balancing /takt time • Setup / Changeover reduction © 2011 Karen Martin & Associates 58
  58. Within The Event - Micro PDCA • Kick-off • Document & analyze the current state • Design future state • Brainstorm & prioritize solutions • Design & develop improvements • Refine & finalize improvements • Implement improvements • Train workforce Plan Check • Test improvements Do Act Do Act Macro PDCA Plan Check 59
  59. Within The Event - Micro PDCA • Kick-off • Document & analyze the current state • Design future state • Brainstorm & prioritize solutions • Design & develop improvements • Refine & finalize improvements • Implement improvements • Train workforce Plan Check • Test improvements Do Act Do Act Macro PDCA Plan Check 60
  60. Testing Improvements What are the various ways in which one can test improvements? © 2010 Karen Martin & Associates 61
  61. Within The Event - Micro PDCA • Kick-off • Document & analyze the current state • Design future state • Brainstorm & prioritize solutions • Design & develop improvements • Refine & finalize improvements • Implement improvements • Train workforce Plan Check • Test improvements Do Act Do Act Macro PDCA Plan Check 62
  62. Calculating and Communicating Results • How does the improvement affect the customer’s experience? • What is the financial impact of the improvement? • How is the workforce affected by the improvement? • Use a standard report form to communicate the above results. © 2011 Karen Martin & Associates 63
  63. Kaizen Event Report Executive Sponsor Value Stream Champion Facilitator Team Lead Event Objectives Allen Ward Sally McKinsey Dave Parks Sean Michaels Event Name Order Fulfillment Process Event Dates 11/26 - 11/28/2008 Key Improvements Implemented 1 Reduced lead time from time requistion is received until it is input from approx 11 days to 2 days. Engineers and maintence given access to ERP and trained how to create requisitions 2 Reduce number of approvals form 5 to no more than 2 Before Photos, Graphs and/or Data ERP coding changed only department manager authorization is required if total spend is less than $5000 Department managers trained on approval process including need to engage IT group if purchasing application programs 3 4 5 Measurable Results Metric 1 Lead Time 2 Process Time 3 Rolled First Pass Yield 4 Handoffs 5 Unit of Before Measure Measurement Collateral Benefits Projected After Measurement Projected Change Days 8.3 2.3 -72.3% Min 55.0 25.0 -54.5% % 4.0 72.0 1700.0% Each 6.0 2.0 - Reduced equipment downtime due to waiting for parts; trickle-down effect re: stress on maintenance department and inter-departmental conflicts - Less frustration with the purchasing process - Reduced lost-time,and improved productivity, due to walking requisitions through the approval process - Should see less premium freight costs due to expediting of purchased parts and customer orders. -66.7% Team Members 6 Dianne O'Shea Ryan Austin 7 Sean Michaels Mary Townsend 8 Sam Parks 9 Paul Dampier 10 Michael Prichard After Photos, Graphs and/or Data
  64. Team Presentation • • • • • • • • • Team introductions Scope and objectives (review Charter) Current state discoveries Future state design / key improvements implemented Key open action items (30-day and parking lot lists) Sustainability Plan Lessons learned Q&A Team recognition © 2011 Karen Martin & Associates 65
  65. Team Presentation Agenda Value Stream Champion Sally McKinsey Facilitator Dave Parks Agenda Item Event Name Order Fulfillment Process Event Dates 11/26 - 11/28/2008 Presenter(s) Opening Comments 1 • Team introductions • Agenda • "Rules" for attendees Sean Michaels Scope and Objectives 2 • Process being addressed • First & last steps • Specific conditions • Event drivers / current state issues • Objectives • Boundaries & limitations Sean Michaels "Before" Condition 3 • VSM and/or MBPM review • Relevant metrics • Photos (if relevant) Sam Parks & Tom Albin Key Improvements Implemented 4 • Key improvements and accomplishments implemented during the event • Tools used Paul Dampier & Michael Prichard "After" Condition 5 6 • New process description • Projected results (direct and collateral) Key Open Action Items • 30-Day List Dianne O'Shea & Mary Townsend Brian Utke Sustainability Plan 7 8 • Potential obstacles that could prevent attaining projected performance levels Parking Lot Issues • Define what a "parking lot" item is Ryan Austin Sean Michaels Lessons Learned 9 • Greatest success; greatest challenge • Team feedback (each individual) 10 Facilitator Feedback 11 Question and Answer • Leadership feedback to team 12 Team Recognition 13 Wrap-up as required Karen Louise Team Leadership Sean Michaels
  66. Kaizen Events - Macro PDCA Cycle • Create Charter • Scope & Schedule Event • Form Team • Gather Data • Conduct Lean Overview • Hold Event • Create Sustainability Plan • Communicate success Plan Do Check Act • Adjust process as needed • Continuously improve (4-8 weeks after) • Monitor process performance • Complete 30-Day List • Conduct 30-Day & 60-Day Audits 67
  67. Keys to Sustaining Improvements • Assigned accountability/ process ownership • Daily monitoring initially (tapering off if appropriate) • Weekly follow-up meetings – 30-day list management – “Tweaking” as necessary • • • • Visual management Periodic formal audits Consistent training for new hires Continuous improvement © 2011 Karen Martin & Associates 68
  68. Activity – How will you sustain the improvements you accomplish with your projects? Sustainability Plan Executive Sponsor Value Stream Champion Facilitator Team Lead 30-Day Audit Date Monitoring / Measurement Event Name Event Dates "Go Live" Date "Go Live" Location 60-Day Audit Date Communication / Training Requirement Provide training for those who missed initial training. Plan Who will deliver it and when? Requirement Identify process owner. Plan Who has ultimate responsibility for how process is performing? Observe process one day after event is over. Talk with Which Kaizen team member(s) will observe the process? How will they workers, assure they understand how process should communicate results? Who is responsible for adjusting the process, if needed? be performed; see if there are problems. Put in place key metrics to measure process performance; post performance. Who is responsible for finalizing process performance metrics and by when? Observe process one week after event is over. Talk with workers, assure they understand how process should be performed; see if there are problems. Which team member(s) will observe the process? When? How will they communicate results? Who is responsible for adjusting the process, if needed? Update training records to reflect who has been trained. Who maintains training records? Define corrective actions required if new process not being followed (rewards and consequences). Will there be rewards / recognition for sustaining improvements? What will corrective actions be if workers are not following new process? Who will enforce these rewards/consequences? Communicate to affected parties who were not advised Who communicates? How? To whom? during event. Monitor process performance frequently; post results put continuous improvement plans in place. Who monitors process performance on an ongoing basis? Who communicates the results? When, to whom, in what format? Conduct 30-day audit. Who will lead audit & when? How will results be communicated? To whom? How will the process be adjusted, if needed? What's the plan for continuous improvement? Conduct 60-day audit. Who will lead audit & when? How will results be communicated? To whom? How will the process be adjusted, if needed? What's the plan for continuous improvement? Who leads identification of training that need to be updated (ongoing and for Integrate new process into ongoing department training. new employees), when will training be in place? Update Value Stream Map. Which value stream map(s) need to updated, who will do it and when? Post the Event Report, 30-Day List, Sustainability Plan. Who is accountable? Where posted? Update SOPs and other ISO or regulatory documents impacted by changes. Who identifies relevant documentation? Who updates it? By when? Communicate and post 30-day and 60-day audit results. Who communicates? How? To whom? Where posted? Communicate audit results to stakeholders and leadership team. Who communicates? Via what medium? Communicate process performance measurement plan. How is process performance going to be communicated to workers? Are additional visuals needed? Who owns this activity? Value Stream Champion Process Owner Name Name Signature Signature Date Date
  69. Process Ownership – Key Success Factor for Sustainability • As close to the work as possible. – Directors and above are not typically effective process owners. • Responsible for ongoing process monitoring & improvement. • Authorized to work cross-functionally to improve process performance and solve process problems. © 2011 Karen Martin & Associates 70
  70. Kaizen Events - Macro PDCA Cycle • Create Charter • Scope & Schedule Event • Form Team • Gather Data • Conduct Lean Overview • Hold Event • Create Sustainability Plan • Communicate success Plan Act (ongoing) • Adjust process as needed • Continuously improve Do Check • Monitor process performance • Complete 30-Day List • Conduct 30-Day & 60-Day Audits 71
  71. 30-Day Audit Report Executive Sponsor Event Name Value Stream Champion Event Dates Lead Auditor Audit Date Criteria Yes Corrective Action Needed No Owner Are workers following the process as designed in the event (or 1 authorized modifications made since the event)? 2 Is there evidence that all workers, including those new to the area, have been trained on the new process? 3 Is process performance being measured and reported as set forth in the Sustainability Plan? 4 Is the area manager monitoring and supporting compliance to the new process? 5 Are consequences for not following the new process design in place? 6 Have any unintended consequences (positive or negative) arisen? Check with downstream customers. 7 Is anyone resisting the new process? 8 Are all aspects of the Sustainability Plan being followed? 9 Are workers pleased with the improvements? Do they feel their work has been simplified? 10 11 Number of action items due by audit date 30-Day List Status Number of action items completed % of action items completed Performance Metrics Metric / Activity Being Measured Unit of Measure Lead Time Process Time Rolled First Pass Yield % Before Measurement Projected After Measurement Projected Change Actual After Measurement Actual Change (from Before Measurement) Comments
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  73. Learning Objectives • You will learn: – How Kaizen Events differ from kaizen. – How to plan an event (including necessary leadership engagement, scoping, team formation, and logistics). – How to execute/facilitate an event. – How to sustain improvements. – How Kaizen Events can help shift culture.
  74. For Further Information Karen Martin, President 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Newsletter: www.ksmartin.com/subscribe Webinars: www.ksmartin.com/webinars © 2011 Karen Martin & Associates 75

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