Kaizen Event Guide by Operational Excellence Consulting

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A Kaizen Event/Blitz is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs. For a Kaizen event to be effective, it has to be well planned and executed.

This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event.​ It includes post-event follow up activities as well as templates for Kaizen charter and presentation to management and other stakeholders.

CONTENTS

Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events

Phase 1: Pre-event Preparation
- Select an area
- Select a problem for improvement
- Common projects for Kaizen events
- Setting goals
- Select team leader
- Team leader role
- Select team members
- Facilities and logistics
- Collecting information
- Preparing the area, materials and resources
- Conference room or Gemba?
- Pre-event communications
- Tips for success
- Kaizen event rules

Phase 2: The Kaizen Event
- The Kaizen event/blitz
- The Kaizen process
- Kaizen event agenda
- How to conduct a 5S Kaizen event
- Orientation
- Understand current situation
- Develop future state design
- Make the improvements
- Report out and celebrate

Phase 3: Post-event Follow Up
- Follow up with event sponsor/champion and event leaders
- Tracking progress against performance goals
- Project review and closing out
- Publish follow-up communication

Appendices
- Kaizen event templates
- Kaizen event presentation templates

To download this complete presentation, please go to: http://www.oeconsulting.com.sg

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Kaizen Event Guide by Operational Excellence Consulting

  1. 1. © Operational Excellence Consulting. All rights reserved. Guide for Planning & Conducting a Kaizen Event
  2. 2. © Operational Excellence Consulting. All rights reserved. 2 Contents • Introduction • Phase 1: Pre-event Preparation • Phase 2: The Kaizen Event • Phase 3: Post-event Follow Up NOTE: As this is a PREVIEW, only selected slides are shown. To download the complete guidebook, please visit: http://www.oeconsulting.com.sg
  3. 3. © Operational Excellence Consulting. All rights reserved. INTRODUCTION 1
  4. 4. © Operational Excellence Consulting. All rights reserved. 4 What is Kaizen? • The Japanese word “Kaizen” (改 善) means change (KAI) to become good (ZEN). 改 善 Change Good Kai Zen
  5. 5. © Operational Excellence Consulting. All rights reserved. 5 What is Kaizen? • Kaizen means improvement. Improvements without spending much money, involving everyone from managers to employees, and using much common sense. • The aspect of Kaizen is that it is on-going and never-ending improvement process.
  6. 6. © Operational Excellence Consulting. All rights reserved. 6 What is the Purpose of Kaizen? • Kaizen activities focus on each process in order to add value and eliminate waste
  7. 7. © Operational Excellence Consulting. All rights reserved. 7 What is a Kaizen Event? • A Kaizen event is a rapid, focused application of Lean methods to reduce waste in particular areas of the shopfloor or office. • 3-5 day dedicated event • Clear objective and scope • Changes are implemented quickly • Everyone gets involved Source: "The Idea Generator” by Norman Bodek
  8. 8. © Operational Excellence Consulting. All rights reserved. PRE-EVENT PREPARATION 2
  9. 9. © Operational Excellence Consulting. All rights reserved. 9 Select an Area • Choose an area that will have an impact but not pose too many difficult problems in the beginning • Each event will teach you things that will make the next event smoother and easier to run • As people gain experience in running events, it will become possible to tackle more complicated problems • Develop a selection criteria to select the best event to start first
  10. 10. © Operational Excellence Consulting. All rights reserved. 10 Select a Problem for Improvement • Desirable selection criteria for initial projects  Unambiguously measurable  Management enthusiasm  A clear business need  Highly visible process  Fairly easy project  Strong environment for follow-up  Simple process  Stable and repeatable process  Allows contribution by all employees – not a technical exercise  Self-contained process
  11. 11. © Operational Excellence Consulting. All rights reserved. 11 Select a Team Leader • “Leader” is not “supervisor” • Preferably has experience with the Kaizen process • Should be biased toward change and open- minded • Should not be dictatorial in leadership style • Be able to take control when necessary
  12. 12. © Operational Excellence Consulting. All rights reserved. 12 Select the Team Members • 4 to 10 people • From across all levels and functions impacted by the project • Include experts – if they have open minds • Include people with prior Kaizen experience • Include outsiders from unrelated functions to obtain different points of view • Provide focused training to the team before the event
  13. 13. © Operational Excellence Consulting. All rights reserved. 13 Facilities and Logistics • Work Areas  Notify people of upcoming Kaizen and purpose  Floor/equipment layout – obtain/create a schematic • Training / Meeting Rooms  Reserve room  Flipcharts, overhead projector, Post-it® notes, etc. • Food and Refreshments • Location for Celebration
  14. 14. © Operational Excellence Consulting. All rights reserved. 14 Collecting Information • Concentrate on ‘the what’ rather than ‘the how’ of doing a Kaizen • Information to be collected may include:  Standard Operating Procedures, Policies  Shop-floor/Lab/Office Layout and Flow (create a ‘spaghetti diagram’)  Job Descriptions, Skills/Knowledge Matrix  Errors – Quantity and Type
  15. 15. © Operational Excellence Consulting. All rights reserved. THE KAIZEN EVENT 3
  16. 16. © Operational Excellence Consulting. All rights reserved. 16 Kaizen Event Process 1. Orientation 2. Understand Current Situation 3. Develop Future State Design 4. Make the Improvements 5. Report & Celebrate
  17. 17. © Operational Excellence Consulting. All rights reserved. 17 Kaizen Event Agenda* Day 1 – Orientation • Welcome & Introductions • Set expectations • Provide focused training • Identify the Customer • Define Kaizen Charter Day 2 – Understand current situation Day 3 – Develop future state design Day 4 – Make the improvements Day 5 – Report & celebrate MorningAfternoon Lunch • Document current state – process map or value stream map, identify waste (opportunities), data collection, etc. • Establish current state • Day 1 summary • Set objective(s) for Day 2 • Analyze current state • Brainstorm ideas • Root cause analysis • Prioritize solutions • Future state design • Analyze current state • Brainstorm ideas • Root cause analysis • Prioritize solutions • Future state design • Day 2 summary • Set objective(s) for Day 3 • Future state design • Mid-week review • Implement improvements • Implement improvements • Try out or simulate new process • Train participants • Tweak design as needed • Day 3 summary • Set objective(s) for Day 4 • Implement improvements • Try out or simulate new process • Train participants • Tweak design as needed • Create and implement standard work • Measure future state • Calculate actual benefits • Day 4 summary • Set objective(s) for Day 5 • Finalize future state • Complete training on standard work • Final presentation • Lunch & celebration * Adjust duration as required
  18. 18. © Operational Excellence Consulting. All rights reserved. Day 1 – Orientation
  19. 19. © Operational Excellence Consulting. All rights reserved. 19 Orientation • Welcome and introduce the Kaizen team • Set expectations – what is the objective? • Provide focused training, e.g. Kaizen overview, VSM  Limit to half a day maximum • Identify the Customer – internal/external • Define the Kaizen charter
  20. 20. © Operational Excellence Consulting. All rights reserved. 20 Identify the Customer • Value added is always determined from the customer’s perspective • Who is the customer? • Every process should be focused on adding value to the customer • Anything that does not add value is waste • Some non-valued added activity is necessary waste (“NVA-R”)  Regulatory  Legal
  21. 21. © Operational Excellence Consulting. All rights reserved. 21 Safety & Integrity • All event activities must be performed with your safety and the public safety in mind • Take the opportunity to correct hazards, even if not directly tied to the event • Process changes must not lower the quality of products/services • Consider ergonomics and focus on reducing waste when redesigning a job/process
  22. 22. © Operational Excellence Consulting. All rights reserved. 22 Code of Conduct • Keep an open mind • Maintain a positive attitude • Never leave a silent disagreement • Create a blameless environment • Practice mutual respect • Every voice counts • No dumb questions • No magic wands, just proper training and a drive to working smarter • Be guided by this thought …‘just do it, now!’ • Allow no hand grenades (no hidden agendas)!
  23. 23. © Operational Excellence Consulting. All rights reserved. 23 Team Orientation • Team member package  Agenda  Background data  Objectives  Rules and safety procedures  Kaizen Charter  Policies & Procedures • Review the process • Clear, simple priorities • Goals and work requirements, hours, start time, daily meetings • Deadlines, milestones • Avoiding conflicts • Roles for management
  24. 24. © Operational Excellence Consulting. All rights reserved. 24 Kaizen Event Charter Event Name: Process name and location: Problem statement: Event Objectives: Event Metrics: Team members: Process owner: Champion: Potential Roadblocks:
  25. 25. © Operational Excellence Consulting. All rights reserved. Day 2 – Understand current situation
  26. 26. © Operational Excellence Consulting. All rights reserved. 26 Understand Current Situation • Crucial first step in process improvement • Deep understanding of the existing processes and dependencies • Identify all the activities currently involved in developing a new product • Observe the process first hand • Flowchart the process or define the value stream
  27. 27. © Operational Excellence Consulting. All rights reserved. 27 Value Stream Map • Visual depiction of a complete value stream (Material and Information Flow) where waste and customer value can be identified and action plans are created.
  28. 28. © Operational Excellence Consulting. All rights reserved. 28 Identify VA, NVA-R, and NVA Necessary to Produce Output? Adds Value to Customer? Non-Value Added Sustaining Customer Value Added Yes Yes No NoYes Activity No Agree Specifications Manufacturing VA NVA-R NVA Contributes to Business Effectiveness? Payroll Testing Development Activity Back-up Database Changeovers Audits Regulatory Review & Approval Scrap Rework Filing Copying Reconciliation
  29. 29. © Operational Excellence Consulting. All rights reserved. Day 3 – Develop future state design
  30. 30. © Operational Excellence Consulting. All rights reserved. Day 4 – Make the improvements
  31. 31. © Operational Excellence Consulting. All rights reserved. Day 5 – Report & celebrate
  32. 32. © Operational Excellence Consulting. All rights reserved. POST-EVENT FOLLOW-UP 4
  33. 33. © Operational Excellence Consulting. All rights reserved. www.oeconsulting.com.sg END OF PREVIEW To download this complete presentation, please visit:

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