Kaizen - The Cure... Or is it the Poison?

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Kaizen - The Cure... Or is it the Poison?

  1. 1. Kaizen – The Cure. . . or is it Poison? June 23, 2009 WCBF Conference Ron Crabtree, CPIM, CIRM, CSCP, MLSSBB rcrabtree@MetaOps.com www.MetaOps.com 734-425-1455 © 2009 - MetaOps, Inc 1 Agenda• What Kaizen is; what it is useful for• What Kaizen is NOT – and when it’s inappropriate• Case studies of the practical application of Kaizen• Understanding the key differences about Kaizen circle teams• Tips for preparing for Kaizen and energizing your Kaizen teams’ performance• Q&A Forum © 2009 - MetaOps, Inc 2 1
  2. 2. Let’s Get to Know One Another• How you rank your skill set in this subject matter? 1 to 5 scale, 1 = low/no knowledge• #1 objective for attending? © 2009 - MetaOps, Inc 3What it is: The Term Kai-Zen:• Kai = Change• Zen = “For the Better” or “Good”• In it’s original form implies continuous small improvements from period to period• Westernized: “Rapid Improvement Project/Event” – or “Kaizen Blitz” “Kaikaku”, “Point Kaizen”, or “Flow Kaizen” © 2009 - MetaOps, Inc 4 2
  3. 3. A Kaizen Event Is. . .• Rapid improvement in the performance of a specific process• Can be a “Point” or “Flow” Kaizen• Point Kaizen – to fix or improve a discrete part of a process - Typically a cross-functional process improvement effort with a narrow scope – – Training Ground with – Quick Paybacks © 2009 - MetaOps, Inc 5 Other Definitions of Kaizen• There are Many Possible Definitions!• “The roots of kaizen are derived from the Japanese words kai, meaning ‘to take apart’, and zen, meaning ‘to make good.’ Kaizen is the gradual, incremental, and continual ‘improvement’ of activities so as to create more value and less non-value adding waste”.• Source: The Lean Extended Enterprise by Burton and Boeder (© 2003) © 2009 - MetaOps, Inc 6 3
  4. 4. More Definitions• “Gemba is a Japanese word, the literal translation being “the real place” – specifically the shop floor• Kaikaku is a Japanese term that means “Radical improvement of an activity – also known as a breakthrough kaizen, flow kaizen, and system kaizen• Kaizen Blitz is a planned kaizen event conducted over a period of three to five days”Source: The Lean Extended Enterprise by Burton and Boeder (© 2003) © 2009 - MetaOps, Inc 7 More Definitions• “Kaizen event is a planned and structured event that enables a group of associates to improve some aspect of the business. Prior to the actual event an area is chosen and prepared, a problem selected, leaders and teams are chosen, the problem is base-lined, an improvement target is set, measurements are selected, and the time line is set for the event.• Kaizen Super Blitz is a kaizen event that takes place immediately upon detection of a defect for a process, piece of equipment, or product and its of limited durations (hours)”Source: The Lean Extended Enterprise by Burton and Boeder (© 2003) © 2009 - MetaOps, Inc 8 4
  5. 5. Kaizen at Toyota• Primarily takes the form of “Kaizen Circles” or “Practical Kaizen”• Kaizen Circles are self-directed “natural” workgroups supported by a facilitator, advisors, Circle Trainers, and Management – These groups focus on continuous, small improvements• “Practical Kaizens” are used by Toyota as an intense week-long activity to train team members and supervisors while improving a specific process• Source: Lean Production Simplified by Pascal Dennis (©2002) © 2009 - MetaOps, Inc 9 Flow, or Enterprise Kaizen• Flow Kaizen Implies a much bigger scope that cuts across many parts of a value stream: – Value Stream Mapping of an enterprise identifying systemic issues for Lean Six Sigma implementation planning – Or, a “Facility, Business-Wide” effort, or “Paper Kaizen” intended to improve the flow of work across an entire facility © 2009 - MetaOps, Inc 10 5
  6. 6. Kaizen – in it’s Many Forms – is an Important part of your overall strategy It is NOT appropriate for some situations or needs © 2009 - MetaOps, Inc 11 Group discussion & report-out• Would you say that Kaizen is good for the overall strategic planning for the deployment of Lean Six Sigma?• Causing fundamental company cultural change to occur?• Teaching Everyone “what they need to know” to fully embrace all of the elements of Lean Six Sigma operating systems?• Solving all business problems? © 2009 - MetaOps, Inc 12 6
  7. 7. Kaizen is NOT Appropriate for:• Fixing All of Your Business Problems – Some issues require elevated systems approaches – like Six Sigma and DOE – Not suitable for information technology solution development (though Kaizen Teams can and should help!) – Long-term planning and “future vision” execution – Controlling functional activities – Sales, Procurement, HR, Accounting, etc. © 2009 - MetaOps, Inc 13 When to use Kaizen• When the needs for Improvement are “Within the Power” of the team• To Improve Upon a Product or Process “Before it Goes Into Production” – WHY???• Group discussion – report-out © 2009 - MetaOps, Inc 14 7
  8. 8. When to Use Kaizen• To Improve Upon a Product or Process “After It Goes Into Production” – Getting started = everything is in production – Commit to thinking of “We are NEVER DONE” making improvements – even if continual “small” ones – Part of everyone’s job every day• Toyota Video – is it just the tools? © 2009 - MetaOps, Inc 15 The Kaizen Continuum – Is Kaizen a Good Tool to Use in Your Situation? © 2009 - MetaOps, Inc 16 8
  9. 9. The Point Kaizen Continuum – Group Exercise• Break in to teams• Each person should mark the hand-out sheet with their estimation of where they stand on continuum• Teams then post a “dot” to the wall chart with your responses• Then we will do an analysis of your scores and the group composite © 2009 - MetaOps, Inc 17 © 2009 - MetaOps, Inc 18 9
  10. 10. Scoring of Your Results – The Need for Value Stream Based, Lean Approach• 10 or less: Kaizen activities can yield a lot of excellent short- term results - provided a foundation of understanding Lean Six Sigma principles has been achieved, and management is prepared to support team decisions.• 11 to 15: Kaizen approaches can yield good short-term results - provided understanding Lean Six Sigma principles has been achieved, and management will support team decisions. Kaizen teams need to be cross-functional with some technical resources.• 16 to 20: Kaizens can yield some short-term results in parts of the business that need "basic fixes" and less effective in "engineering intensive" problem areas. Teams will need a high mix of technical experts to be successful. Empowering teams will be challenging. © 2009 - MetaOps, Inc 19 Scoring of Your Results – The Need for Value Stream Based, Lean Approach • 21 t0 25: Your Lean Kaizen Leaders might turn over faster than short order cooks. Culturally your entire company will actively and passively resist change- for-the better on all fronts. Empowering employee Kaizen teams may seem impossible due to cultural barriers. A team based approach that taps highly technical resources or more of a "Flow Kaizen" approach may be more appropriate. • 26 or More: Kaizen activities may not yield large short or long -term results. A more scientific approach such as Design of Experiments and applying Six Sigma techniques may be more appropriate in "engineering intensive" problem areas - as long the risks are low and nobody has to cooperate. If high cooperation is can be secured, a Flow Kaizen approach can have merit. © 2009 - MetaOps, Inc 20 10
  11. 11. Kaizen as Part of Your Strategic Plan Execution •Remember. . . . It’s one of your tools in your “Tool Box” © 2009 - MetaOps, Inc 21Lean Six Sigma Tool Box – Key Elements Market Dominance Project Manage- One-Piece Problem Pull Kaizen & ment Solving, Value Flow, Six Sigma & Error Systems Cells Teams ITStream & Charter Proofing Process Skills ApplicationsMapping, and 5S and Standard Visual Work Org. Infra- LSS Metrics Structure Team Building Skills - All or None Involved High D – Urgency, Desire for Change, Vision © 2009 - MetaOps, Inc 22 11
  12. 12. Lean Manufacturing is a System Work Group = Kaizen Opportunities Waste Elimination Teams TPM JIT •Preventative Quality Employee Operation •Corrective Control Involvement Lean Tool Synchronous Line Balance Continuous Pull Systems & Equip. Design Line Speed Improvement Capable Flexible Level Suggestion Process & Tools Schedules Standardized Work Quality Systems Program •Process Control •SPC •Cycle Time •Andon •Work Sequence •Error Proofing Lead Time •Standard WIP Problem •Autonomation Solving Containerization Reduction Small Lot WPO Education Distribution Production •Visual Factory & Training •Flow •Mat. Presentation Transportation Quick •Mat. Storage Support the Changeover •Layout Operator Supplier Rationalization Master Plan © 2009 - MetaOps, Inc 23(Auto Industry Example) Lean Implementation Cycle, Current and Future State VSM Process © 2009 - MetaOps, Inc 24 12
  13. 13. Case Study - A “Point” Kaizen to Improve the Process of Assembling Molded Parts © 2009 - MetaOps, Inc 25 Point Kaizen Team ProcessBasic Lean Six Sigma conceptsValue Stream MappingRough process mapsData box contentsFloor plans & spaghetti diagrams30, 60, 90-Day GoalsImplementation of 5S, Kanbans, CellularLayout with Point-of-Use StoresAction log and© other deliverables 2009 - MetaOps, Inc 26 13
  14. 14. Team Goals and Objectives < 90 Days• 5S – Improve to an Audit Score of 4.0• Productivity Increase of 25% – Measure hrs./unit against 6 months data base-line• Safety Goal: ZERO Lost Time Accidents• Quality – 50% Improvement in Customer Complaints• On-Time Delivery Improvement – 50%• Inventory – 50% Reduction of WIP and Raw• Space Reduction of 25% to Operate © 2009 - MetaOps, Inc 27 Deliverables – Action Items List by Priority (partial list)• Create Visual Standardized Work for all Assembly steps, require cross training for all team members, job rotation to improve ergonomics• Implement Kanbans and Visual Scheduling.• Reduce the space required to operate, improve the layout, reduce material handling and improve work flow. Goal: once we touch molded housing, “the part never stops moving” until it is ready to ship © 2009 - MetaOps, Inc 28 14
  15. 15. Deliverables – Action Items List by Priority (partial list)• Change molds or make new ones to only make what is needed to fill the Kanbans -vs.- molding parts to keep family mold well-utilized.• Develop and mechanical aid or device to remove wax fusers out of the pans faster/easier• Sprue picker robot use• Implement molding source inspection, packaging and counting, molding operator delivers parts directly to the Kanban Storage location © 2009 - MetaOps, Inc 29 Kanbans and Visual Scheduling Techniques• Molded parts inventory will be reduced to an average of a 3 to 4 day supply – 16 days was found as a baseline – 75% reduction• Felts are currently brought in monthly, now will be bi-weekly – a 50% reduction in average inventory © 2009 - MetaOps, Inc 30 15
  16. 16. Work Space Layout Improvements• Reduced movement – operators• Improved ergonomics and safety• All materials – point-of-use stores• Reduced material handling staff• Improved flow of work and parts• Standard Visual Work and 5S• Production communication board• Currently operating at goal on productivity – 25% improvement on day 5 © 2009 - MetaOps, Inc 31 Deliverables – Current State VSM • Resin = 65 days through time, 35 seconds Value Add • Inventory – 2 to 8 weeks supply © 2009 - MetaOps, Inc 32 16
  17. 17. Deliverables – Floor Plan, Before • Raw materials scattered around • Finished goods stored in aisles • A Lot of wasted operator motion © 2009 - MetaOps, Inc 33 Deliverables – Floor Plan, After• Materials stored in the work area at point-of-use• All finished goods have a ‘home’ in the area• 25% Less Space is now required! © 2009 - MetaOps, Inc 34 17
  18. 18. Deliverables – Spaghetti Before and After - Assembly • Before • After• 335 Steps Traveled for Assembly – Now 147 steps, 57% Less! © 2009 - MetaOps, Inc 35 Hourly notes on Track Hourly scrap and rework Actual Counts Against Goals First Production Hourly Comments on Down Time and Other Board Problems Operator Assignments for the Day © 2009 - MetaOps, Inc 36 18
  19. 19. Deliverables – Kanbans for Molded Parts © 2009 - MetaOps, Inc 37Deliverables – Implement Visual, Standard Work - Examples © 2009 - MetaOps, Inc 38 19
  20. 20. “Wins” and Accomplishmentsh We went from “Can we Do This?” to “We Can Do This!”h “Nervous on Monday, but now I am really excited!”h “It was really neat how all the operators worked together with the managers and office people to get great results.”h “It was Amazing how much we were able to do, so fast.”h “I really enjoyed the process and will gladly volunteer and/or support future activities.”h “Other things we have tried did not work; this does!”h “Excited about the long-term possibilities in other areas.”h “The production board and other visual communications will make a big difference”h “Communications and the work itself is easier now”h “It was fantastic how well the operators, supervisors, managers, and office people worked together to achieve fast improvements.” © 2009 - MetaOps, Inc 39 Tips and Sample Agendas for Implementing Kaizen in Your Business © 2009 - MetaOps, Inc 40 20
  21. 21. Typical “Point Kaizen” Agenda Mfg. Day Two, Three and Four – Implementation ActionsDay One – Overview Training • Team Activities to Address: and Initial Implementation –5S Actions –Setup Reduction –Work Flow Improvement• LSS Overview, Prerequisites –Visual Standardized Work –Problem Solving and Error Proofing for Success in Implementation Day Five - Complete Implementation Actions and Develop Action Plan• 5S – The Visual Work Place • List of Open Action Items • Prepare for Report Out• Team Building • Establish Deliverables (hand-outs and postings)• Problem Solving and Error • Print and Rehearse, Wrap up loose ends • Report Out (Mistake) Proofing• Setup Reduction• Cellular or Flow Manufacturing• Brainstorming for Improvement Ideas• Prioritize Ideas and Actions• Goal Setting• Initial Action Plans © 2009 - MetaOps, Inc 41 Typical “Flow Kaizen” Agenda Mfg. Day One – Leadership Team • Training in VSM Concepts • Brainstorming Best VSM Approach and Key Objectives, i.e.: – Quality Issues – Productivity Improvements – On-Time Delivery – Shortened Cycle Times • Create First Cut Current State Map • Commence gathering information needed to finalize CSVSM(s) • Complete Data gathering • Complete final Current State Map(s) • Analyze Current State Gaps Identified • Brainstorm Desired Future State and Completion Window • Root Driver Investigation – Top 5 Performance Gaps for Future © 2009 - MetaOps, Inc 42 21
  22. 22. Typical “Flow Kaizen” Agenda Mfg.Day 2+• Plant Layout: – Evaluate Plant Layout Ideas to Support Future State – Draft Plant Layout Picture – Within Future State Window• Determine Timing and Priorities, Confirm Resources• Document the Plan for Layout Change Implementation• Finalize Future State Targets, Metrics, and Measurables• Review and Decide upon Best WCM Practices to Apply, Resources and Effort Required to Close Gaps• Assess and Set Targets for Closing Performance Gaps• Assess Risks to Success and Countermeasures• Make prioritized assignments for teams – Document the Plan• Brainstorm What is to be Communicated to All Associates as Part of the Larger Communication Plan, Prioritize, Make Assignments• Report Out © 2009 - MetaOps, Inc 43 References for Further Learning• Lean Thinking - Womak and Jones • Learning to See - Rother and• Implementing World Class Shook• De-Mystifying Six Sigma - Alan • Value Stream Management - Larson Hines, Lamming, Jones, Cousins• The Goal - Eli Goldratt & Rich• Throughput Accounting - Thomas • Lean Production Simplified - Corbett Pascal Dennis (ex-Toyota• Punished by Rewards - Alfie Kohn Employee)• Taguchi Techniques for Quality • The Lean Extended Enterprise - Engineering - Phillip J. Ross Burton & Boeder• The Fifth Discipline - Peter Senge • The Quantum Leap. . . In Speed to• Managing Flow - John Ballis Market - John Constanza• The Fifth Discipline Field Book - • The Balanced Scorecard - Kaplan Senge, et.al. & Norton • The Deming Vision: SPC/TQM for Administrators - Gary Fellers © 2009 - MetaOps, Inc 44 22
  23. 23. Understanding the keydifferences about Kaizen circle teams © 2009 - MetaOps, Inc 45Kaizen Teams Prepare The Way for Circle Teams to Take Over! © 2009 - MetaOps, Inc 46 23
  24. 24. Agenda – what a Circle Team is all about • Description of a Circle Team • Team Structure • Roles and Responsibilities • Team Norms and Rules © 2009 - MetaOps, Inc 47 What Circles are all about• At Toyota, Kaizen primarily takes the form of “Kaizen Circles” (Chart)• Kaizen Circles are self-directed workgroups supported by a facilitator and a Steering Committee – These groups focus on continuous, small improvements and own the area they work in © 2009 - MetaOps, Inc 48 24
  25. 25. Circle Teams are:• Groups of people who work together regularly in an area selected by the Steering Committee• Team leader is selected and trained – along with the team in some cases, by the Champion• Is initially provided with direction, goals and objectives by the Steering Committee © 2009 - MetaOps, Inc 49Circle Teams – set your expectations• All employees are expected to participate in Kaizens and in Circle Teams• All employees should be willing to be developed as a team leader for Circle teams• All employees are expected to support without reservation decisions made by Circle teams• Everyone is required to be willing and flexible with work schedules to accommodate the needs of the team to conduct continuous improvement activities © 2009 - MetaOps, Inc 50 25
  26. 26. Circle Teams – set your expectations• Everyone is willing to participate in generating ideas for process improvements• Everyone is willing to try new ideas and accept new roles as part of an empowered, cross-functional team environment• Everyone is willing to accepts duties as assigned by the team © 2009 - MetaOps, Inc 51Circle Teams – set your expectations• Has and maintains their own communications boards with key performance indicators (KPIs) and measures for their team (much like 5S boards)• Sets and monitors daily requirements• Meets regularly (usually once a week) to do problem solving and take actions – initially led by Champions and later by the Circle Team Leaders © 2009 - MetaOps, Inc 52 26
  27. 27. Circle Teams – set your expectations• Responsible for continuous improvement ideas in their area• Receive on-going information and support from the Steering Committee• Has fun making the work better – every day! © 2009 - MetaOps, Inc 53 Visual Communications Boards – how they work• Just as with 5S, use visual communications boards to support Circle teams and continued Lean implementation: – Calendar – KPIs and measures tracking – Team notes and action plans – Production Boards (where they apply) – Team celebrations – before/after pictures © 2009 - MetaOps, Inc 54 27
  28. 28. Visual Communication Boards – layout – with 3 KPIs/Measures Production Board KPI Team Action Team KPI #1 KPI Data Plan Calendar Tracking notes KPI Team Action Team KPI #2 KPI Data Plan Photos Tracking notes KPI Other Team Action Team Meeting Info. 5S KPI #3 KPI Data Plan Photos Agenda or Schedule Tracking notes Photos © 2009 - MetaOps, Inc 55 Maintaining the Boards• Calendar – Circle Team Leader• KPIs and measures tracking – Supervisor with Team Leader• Team notes and action plans – Team Leader supported by Champion• Production Boards (where they apply) – Supervisor sets up, Team members complete hourly• Team celebrations – before/after pictures – Circle Team Decides – supported by Champion and Supervision © 2009 - MetaOps, Inc 56 28
  29. 29. Standard team on-going agenda• Use and post standard agenda format – update manually, refreshed with new at least 1X month by Team Leader• Calendar reflects regular weekly meeting time (usually aprx. ½ hour)• Action Plan indicates when tasks will be done, who does them, when, and how much time is needed © 2009 - MetaOps, Inc 57 Standard team activities and responsibilities – the on-going agendaTerms of Reference (Agenda) Purpose:• To promote Continuous Improvement, this meeting time allows for the review of progress on current initiatives and also facilitates the sharing of new ideas.Scope• Continuous improvement activity and initiatives in the work place• Meeting frequency, time & day• Weekly, usually for no more than 1 hour © 2009 - MetaOps, Inc 58 29
  30. 30. Standard team activities and responsibilities – the on-going agendaAccountability:• Members of the XXX circle team come prepared to share the status of their action items.• Attendees Roles and Responsibilities: – Facilitator: Runs the meeting according to the agenda – Timekeeper: Assures time is observed – Action log keeper: Updates the log as current actions are executed and new actions are addedInputs:• Team action log• New idea contributionsOutputs:• Updated action log © 2009 - MetaOps, Inc 59 Standard team activities and responsibilities – the on-going agendaSuggested initial agenda:• Start meeting (facilitator and/or team leader), roll-call• Safety moment (facilitator) – Share any safety incidents or opportunities for improvement from the past week (2-5 minutes)• Review of open action items (Action log keeper) Progress on open items 10 – 25 minutes• Discussion & planning of new ideas or upcoming events (facilitator) 10 – 15 minutes• Review and assignment of new actions (facilitator and action log keeper) 5-10 minutes• Adjourn meeting (facilitator) © 2009 - MetaOps, Inc 60 30
  31. 31. Practice Makes Perfect• It will take some time to learn how to be effective – be patient while the team learns• Work closely with your Champion to get started• Practice the process, try new ideas and have fun! © 2009 - MetaOps, Inc 61 Initial Circle Team Meeting and Kick-Off Activity• Champion leads the team through a careful review of previous Kaizen efforts• Circle Team selects a team leader• Circle Team discusses and selects up to three KPIs & measures to track © 2009 - MetaOps, Inc 62 31
  32. 32. Initial Circle Team Meeting and Kick-Off Activity• The Circle team sets goals and timing to accomplish them• The Circle team, with Champion’s assistance – Brain-storms – Prioritizes actions to accomplish the objectives – Make assignments – Commence implementation © 2009 - MetaOps, Inc 63 Initial Circle Team Meeting• Let’s get to work!: – Review previous Kaizen activities – Brainstorming and agreement for next steps – Update action log with assignments and timing – Set time and date for next team meeting © 2009 - MetaOps, Inc 64 32
  33. 33. Groups discussionFor your organization – wouldCircle Teams be a good idea? What would need to be different to support them? © 2009 - MetaOps, Inc 65Tips for preparing for Kaizen and energize your Kaizen teams’ performance © 2009 - MetaOps, Inc 66 33
  34. 34. Kaizen Tips• Get clear about sources of waste and variation• “Waste walk’ – brainstorming• 4 Magic questions to energize the team © 2009 - MetaOps, Inc 67 Your new lens or glasses – to ‘see’ what’s value add and what is waste in your work © 2009 - MetaOps, Inc 68 34
  35. 35. Classics Source of Waste - Production 1 Rework / Correction Scrap, fixing parts, inspection 2 Lacking Human or ‘Robots’ Operator Involvement 3 Inventory Money tied up unnecessarily 4 Knowledge Department focus: don’t know what Disconnection the customer values 5 Movement / Conveyance Material handling, ‘digging’ for ‘stuff’ 6 Motion Wasted steps, travel 7 Over-processing Substitutions 8 Overproduction Making more than customer needs 9 Waiting © 2009 For parts, - MetaOps, Inc instructions, equipment69Classics Source of Waste – Office/Services1 Rework / Correction Do-overs, inspections2 Lacking Human ‘Heads-down’ Involvement3 Inventory Waiting work, e-mail backlog, call queues4 Knowledge Disconnect Functional disconnect; what does the customer want?5 Movement / Conveyance Hand-offs of information6 Motion Unnecessary hand-carrying, transferring info.7 Over-processing Trying to get it perfect; no one cares8 Overproduction Extra resources, ‘just in case’9 Waiting © 2009 - approval, For MetaOps, Inc information 70 35
  36. 36. What’s wrongwith thispicture? © 2009 - MetaOps, Inc 71 After. . . Is this ‘perfect’ now? © 2009 - MetaOps, Inc 72 36
  37. 37. Seeing Waste – Clues on Sources? © 2009 - MetaOps, Inc 73Seeing Waste – Clues on Sources? © 2009 - MetaOps, Inc 74 37
  38. 38. Seeing Waste – Clues on Sources? © 2009 - MetaOps, Inc 75Seeing Waste – Clues on Sources? © 2009 - MetaOps, Inc 76 38
  39. 39. Seeing Waste – Clues on Sources? © 2009 - MetaOps, Inc 77Seeing Waste – Clues on Sources? © 2009 - MetaOps, Inc 78 39
  40. 40. Seeing Waste – Clues on Sources? © 2009 - MetaOps, Inc 79Seeing Waste – Clues on Sources? © 2009 - MetaOps, Inc 80 40
  41. 41. More ‘wastes’• Instant messaging and email—disruptions• Treasure hunting—looking for the “right” information• Chasing down people for approvals• Wasteful hand-offs due to weak procedures• Searching for resources or information to do the job• Inconsistent or incomplete requests• Missing information—blank spots on forms• Last-minute requests, no planning = big disruptions• Reprioritization waste © 2009 - MetaOps, Inc 81 Quick Exercise – Seeing Waste• Study the next slide• Which of these is obvious waste, which you probably DON’T want to PAY for• Which might be value add? © 2009 - MetaOps, Inc 82 41
  42. 42. Critical Thinking Exercise1. The sales associate promptly comes to you when asked (or even without being asked).2. The sales associate tries to sell you something you don’t want, or recites all of the store specials, before you can say anything.3. The sales associate listens carefully to what you say you want and confirms that he or she understands.4. The sales associate has to look in five different racks before finding the size and color you want.5. The sales associate provides helpful feedback on how the particular item fits you and how it will meet your needs.6. The sales associate needs to find a manager before honoring the coupon you brought.7. The sales associate quickly scans in your purchase and lets you know the total cost.8. The sales associate has to re-enter the purchase total because there are discrepancies between the tagged price and the register’s price. © 2009 - MetaOps, Inc 83 Worksheet Only the wide column © 2009 - MetaOps, Inc 84 42
  43. 43. Pick area to focus on, then:• What would everybody say MAKES THEM CRAZY? – Meetings that waste time, not adding value – Incomplete information provided - wasted time waiting, looking – Mistakes in information or product provided from up-stream = fixing, sending back, doing over – Communication breakdowns, misunderstandings leading to waste © 2009 - MetaOps, Inc 85 Worksheet Now consider frequency and impact © 2009 - MetaOps, Inc 86 43
  44. 44. Waste Worksheet © 2009 - MetaOps, Inc 87 What you learned• What Kaizen is; what it is useful for• What Kaizen is NOT – and when it’s inappropriate• Case studies of the practical application of Kaizen• Understanding the key differences about Kaizen circle teams• Tips for preparing for Kaizen and energizing your Kaizen teams’ performance © 2009 - MetaOps, Inc 88 44
  45. 45. Plus You’ll Get thiswww.OperationalExcellenceEdge.com FREE ReportRegister Today © 2009 - MetaOps, Inc 89 Questions? Thank You Please complete the survey provided © 2009 - MetaOps, Inc 90 45

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