This slide show is a reference for people who heard the lecture and did not get copies of it. Thanks, Jeff Attoe

1. A Case Study on :
KAIZEN, 5S and Visual Factory
Implementation

2. This slide show is a
reference for people
who heard the lecture
and did not get
copies of it.
Thanks, Jeff Attoe

3. Jeff Attoe
Continuous Improvement Specialist
 Bachelor of Science, Technology Management
 Certified Lean Six Sigma Green Belt
 Lean Manufacturing Certified
 Lectured on 5S/Kaizen for UW Madison Department
of Engineering Professional Development

4. KAIZEN
5S / Visual Factory
Lived, Created and Presented by Jeff Attoe

5. LEARNING
OBJECTIVES
5S
Kaizen
I.D.E.A
How I used
Kaizen to
Implement 5S
Lessons learned

7. KAIZEN
The grease that makes
Lean Tools work!

8. American Made

9.  Create a standard
 Follow it
 Find a better way
 Repeat
KAIZEN

10. Kaizen and Resistance
Change without fear: The science behind why
Kaizen works
Kaizen vs Formal Projects
Midbrain
Fight or Flight

11. Experiment in small
ways everyday
 Fail often, fail
inexpensively
 It takes a lot
of ideas to
get a good
idea
Small incremental
improvements is the KEY

12. Kaizen is Democratic

14. IDEA LOOP
A version of the PDCA loop

15. INVESTIGATE
CONDUCT FACT FINDING NEEDED TO FULLY
ANALYZE THE SITUATION AND PROBLEM

16. THE CURRENT STATE
(CHALLENGES)

17. HAD BEEN A FORCED
PROGRAM
 5S was forced on the
managers
 They forced it upon
the supervisors
 The supervisors told
the operators they
must implement it
 Used the “Carrot or
Stick” approach to
sustain it

18. HAD A COMPLICATED
AUDIT
 Created tunnel
vision
 Gave people
anxiety
 Hindered
creativity
 Stopped adding
value
 Took up a lot of
resources

19. INEFFICIENT MEETINGS
 Was made up of
supervisors and
managers
 A lot of finger
pointing
 Focused on
changing the audit
for a better score
 Most were asking
when they would be
done doing 5S

20. FLOOR EMPLOYEES
HAD POOR TRAINING
WHAT 5S was
NOT!
WHY they should do it

21. VERY DYNAMIC
ENVIRONMENT
 10 departments
 Some
departments
wanted to be
exempt
 Some managers
did not want to
waste time on it

22. WAS NOT
SUSTAINABLE
Quickly lost
popularity
All progress was lost
once CI engineer left
Lacked
standardization
 Quickly went back to
old habits

23. MASTERING THE
TENSION

24. Re-Implement and sustain an
unpopular 5S system
company wide

25. DO IT WITH A NEAR ZERO
BUDGET
 Budget was used
up on rewards
like pizza parties
and polo shirts
 Used on supplies
that did not work
 Petty cash was it

26. MUST CREATE VALUE ADDED
RESULTS
 Could not take up
time of employees
 Had to prove that 5S
could improve
operations and not
slow it down
 Did not have any
authority

27. COULD NOT INTERFERE WITH
MY OTHER DAILY TASKS
 Volunteered to take
on the project
 Was involved in
many other projects
and daily fire
fighting

28. Make It Aesthetically
Pleasing
 Monthly customer
tours
 Customer Audits
 Regulation
organizations

29. DESIGN
GENERATE IDEAS AND SOLUTIONS BASED ON A
COMPLETE INVESTIGATION

30. THE SPIDER AND THE
STARFISH
 Flattening the team
 Did not change my job title
 Created a transparent group where everyone
could be heard

31. ELEPHANT AND RIDER
(EMOTION vs. RATIONAL)
Jonathan Haidt, from the book SWITCH

32. FACILITATOR / CATALYST
I had the team made
up of front-line workers
Would stop doing
actives that were not
adding value
Open to “Bar Stool
Ideas”
Encouraged candor
Perfection is the goal,
not an audit score

33. OVERALL GOAL WAS TO MAKE 5S
DYNAMIC AND SELF SUSTAINING
Flexible
Adaptable
Easy to change
Quick to change
Durable
Easy to learn
Had to be….

34.  Created a platform that
can be built upon
 Worked on an
infrastructure that would
support 5S
Inspired by the
1st iPhone

35. “ I saw David
through the
stone, and I
simply chipped
away everything
that was not
David”
-Michelangelo

36. IDEA CRITERIA

37. “Leave the how-to
to those who
actually do the
job, this is the
foundation of
Kaizen”
~ Matthew E. May Senior Advisor to the
University of Toyota.

38. THREE BASIC
RULES FOR ITEM
PLACEMENT
Must have a spot
Must be noticed when
it is missing
Must have a return
address

40. EXECUTE
CONDUCT AN EXPERIMENT TO QUICKLY PILOT A
SOLUTION OR DESIGN PROTOTYPE

41. IMPLEMENTATION
Do more of what matters,
by eliminating what doesn’t

42. THIS SECTION IS RESERVED FOR ON-SITE
PRESENTATIONS OR THE LEAN SIX SIGMA
GREEN BELT COURSE AT MATC, DUE TO
ITS PROPRIETARY CONTENT.

43. ADJUST
ASSESS RESULTS AND IMPROVE THE DESIGN
BASED ON USER FEEDBACK

44. LESSONS
LEARNED

45. “It is amazing what
you can accomplish
if you do not care
who gets the
credit.”
Harry S Truman

46. TRAIN EVERYONE IN
THE VALUE
5 Whys, Make people
think, make them come to
their own conclusions
People will support their
own systems
Make sure that they get
the credit for the successes
Take responsibility
Continuous change in the
pursuit of perfection

47. The measure of
success is not
whether you have a
tough problem to deal
with, But whether it is
the same problem you
had last year.”
John Foster Dulles, U.S.
Secretary of State 1953

48. RESISTANCES AND
FAILURE
 Slow and steady change (Fly Wheel Affect)
 Too much change to fast will make people resist it
 Pilot everything first, implement good ideas rapidly
 Get people emotionally engaged in the change
 Get a better understanding of the issue, learn by doing
 Respect (toddler with a fork)
 FAILING (is a part of the process)
 Ask why it failed and how it could be solved
 Make small adjustments to solves the issues
 Look for bright spots, replicate them

50. CULTURE CHANGE
It takes a lot of
ideas to get a good
idea
Give people TRUE
options
5S WILL make
work easier
Ask “What is not
working” and start
there

51. EXTRA ADVICE
Good continuous
improvement leaders
wash their hands five
times a day
Anonymously
implement an
improvement
A different take on
Rewards (Culture)

52. RETURN ON INVESTMENT
FOR 5S
 Broken Window Theory
 Audits and consumer visits
went better
 We found that training went
a lot faster
We just needed to train
the value added actions
 Cycle times improved
Operators spent less time
looking for items and
more time adding value

53. REFERENCES
Robert Maurer, PHD
Matthew E May
Hiroyuki Hirano Masaaki Imai

54. “A leader is best when
people barely know he
exists; when his work is
done, his aim fulfilled,
they will say: we did it
ourselves.” Lao Tzu

55. To experience the entire
presentation you can either:
1.Contact me for an on-site
presentation.
2. Enroll in the Lean Six Sigma
Green Belt course at Madison
College (MATC) in Madison, WI.
Thanks, Jeff Attoe