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Kaizen Events - Blitz (Kaikaku ) & Lean ProjectsDrive quick improvements which lead to a leaner business operating systemAnand Subramaniam
2“Manpower is something that is beyond measurement.  Capabilities can be extended indefinitely when everyone begins to think.”- TaiichiOhno
HighlightsKaizen OverviewKaizen Event – Kaikaku / Kaizen Blitz / Kaizen SuperKaizen Event – ImplementationKaizen BlitzLean Project with KaizenKaizen – Problem SolvingManage – Stakeholders & ChangeKaizen WorkshopsKaizen – Tools & Techniques3
Kaizen - Overview
Kaizen 5Kaizen 改善改 Kai = To Break善 Zen = For the Better
Kaizen – OriginationA tool developed by Toyota, as part Toyota Production System (TPS) to enable continued improvementIt began as "Quality Circles," where manufacturing staff solved quality issues within a structured - team framework, using specific toolsAdapted by many firms around the world as a way of accelerating improvements6
7Why Kaizen ?Reduces scrap & defects while minimising the need for capital expendituresReduces lead times and WIP dramaticallyImproves Safety, Quality, and Delivery, by the elimination of waste (muda) in its many formsClear objectives and measurement focusAssists management to find new ways to gain substantial savings in time, space and labor outputWhy?Uses creativity before capitalImproves worker productivity  by breaking down “silos” within & between depts. & divisionsEmpowers workers who know the situation best,  to make decisions  in the quickest timeData driven, fact based and improves standard operation procedures
Kaizen – PrinciplesTeam processClear objectivesQuick and simple, action firstTight focus on time (one week)Necessary resources available right awayImmediate results (new process functioning by end of week)8
Kaizen Strategies / GoalsPrioritising problemsElimination of wastes (8W)Define clear leadership initiativesCreate a culture where Perfection is perpetually chasedTeamwork: train employees (Kaizen & problem solving)Communicate ideas up and down company hierarchy; every one is encouraged to seek out and exploit new opportunities9
10Kaizen – Blitz & ProjectsReduce setup times - SMEDEstablish new metricsVisual factoryReduce WIPMROEliminates long conveyor assembly lines with cellsCombine operationsKaizen ProjectsNew product developmentChange process5 SDetermine proper tooling needed and organiseReduce lot sizesLoad level scheduleImprove safety
Kaizen – Key Success FactorsIt should change / remove the “Value Stream” (VS) constraint(s) Be certain to define whole “VS” metrics when, determining and assessing the impact of a Kaizen implementationRedeploy resources so that they contribute to adding value; not just eliminating themEnsure Value Stream Mapping (VSM) process is implemented correctly, this will end up with a list of potential Kaizen events as actions lists on the Implementation PlanA Kaizen is an ACTION that, increases “Value” in the VS.  It must have a permanent positive impact on the VS as a whole, in order to be called Kaizen11
Kaizen Event – Kaikaku / Kaizen Blitz / Kaizen Super
Kaizen EventA Kaizen event is any planned action that causes a Current State Map (“As~Is”) to become obsolete and that causes the Value Stream's productivity to permanently* change for good. * by permanently means ..until the next Kaizen improves it further...13
14Why Kaizen Events?Kaizen drives the improvements which lead to a leaner  business operating systemFuture State (Lean)(To~Be)Current State(As~Is)Kaizen
What is a Kaizen Event?Kaizen EventSpecific Goals Short time frame Specific Deliverables Dedicated ResourcesHighly focused activities Continuous ImprovementTeams work together to create radical changeAlso known asKaizen SuperKaizen BlitzKaikakuLean EventRapid Fire Lean Rapid Continuous Improvement Event 15
Kaizen Event – Goal / ObjectiveImprove an area of the businessThroughput Labor EfficiencyWaste  / Space ReductionOutput ImprovementQuality or Mistake Proofing Employee Involvement Culture changeTrying out ideasManageableInitiatives that can be done right away (Not OPEX / CAPEX projects) 16
Kaizen Event - Resource InvolvementDedicated ResourcesNo other responsibilities for event duration 8 hours for 5 daysCore Team MembersEvent LeaderSubject matter expert (non) operationsProcess Owner / Supervisor (from the target area)17
Core team expectation during an eventHear out every member’s ideasGroup decides on direction Ideas should be tried & testedAccountable to the goals establishedWork as a group throughout the period (no rank, no title)Everyone must be a full participant (no observers) for 3 ~ 5 days18
Kaizen Event - Implementation
Kaizen UmbrellaQuality ImprovementCustomer OrientationTotal Quality ControlDiscipline in Work PlaceProductivity ImprovementTotal Productive MaintenanceNew Product DevelopmentCo-operative Labour Management RelationsKanbanRoboticsZero DefectQ.C. CircleAutomationJust-in–TimeSuggestion SystemSmall Group Activity20
Kaizen Event – Key PrinciplesSay “ NO “ to status quo Good ideas come when the going gets toughDo not look for excuses, find ways to make it happen Do not worry about being perfect - even if you get half way - Start now If something is wrong fix it on the spotGet rid of old assumptions It does not have to cost a lot of money to improve the processLook for wisdom from the team rather than one individualDo not stop asking questions till root causes of problems are established Never stop doing Kaizen event21
Kaizen Events – Concepts / ApplicationWidely applicable – Can be used in both manufacturing and non-manufacturing environmentsTeam based & cross functional – Team members can be from various functions of the business. Top management participation is encouraged.Planned & tied to business goals – Events are planned in advance and tied to business goals and or value streams. Planning is critical to the success of the event.Focused in scope – Events are very focused, Don’t take too much on at one time!….22
Kaizen Events (Contd.)Short term, fast & iterative – Events last approximately 2 to 5 days. Even though the process has gotten better you may have to repeat events on the same process… Continuous Improvement Based on IMPLEMENTATION – Events are biased to ACTION.   Plan your events on DOING………Highly effective & results oriented - Kaizen events will generate quick results. Measurable results. Establish the baseline, and measure the change! A Learning Experience – Every member of a Kaizen Team will walk away from the event learning something new!23
Kaizen Cycle 24Start HereDo It AgainCelebrateDocument RealityMake this the StandardIdentify WasteKaizenMeasure ResultsPlan Counter- measuresVerify ChangeReality CheckMake Changes
Kaizen Event - ImplementationSuccessful implementation of Kaizen Event, include –5-S8-W The 5 WhysValue Stream MappingPDCA (Plan, Do, Check, Act)25
Typical Kaizen Event ( 3 ~ 5 days)Team training (1/2 day) Lean overview Structure of Kaizen event Team conducts Kaizen on the factory floor area (2.5 ~ 3.5 days) Identifying problems Defining current process Observing, sketching process and collecting data Brainstorming suggestions for improvementImplementing solutions (rearrange equipment, modify machines, change methods, etc) Team measures improvements and verifies solutions (0.5 day)Team presents results to management, co-workers and shop floor personnel (0.5 day)26
27Kaizen Event – RoadmapConceptual TrainingKaizen on factory floor area Measure ImprovementEvaluate ImprovementsPresent & CelebrateDay 1Day 2Day 3Day 4Day 5Business Process
Standard Operations
5S
Kaizen Methodology
Tools & Techniques
Discover Problem
Measure & Analyse Current Work Process
Brainstorm solutions & formulate Process Improvements
Create and map new process
Apply rapid implementa-tion
Establish New Standard Process
Operate Using New Standard Process
Finalise New Standard Process
Monitor & Control
Present Results and CelebrateBenefits of Kaizen ImplementationMakes the job:Easier and saferLess unpleasantMore efficientSaves money and timeStimulates workersCreates an atmosphere of harmony and a strong sense of community, family and belonging
Kaizen Blitz
Kaizen BlitzA Kaizen Blitz is an intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short time period, as opposed to traditional Kaizen applications, which are performed on a part-time basis
Kaizen Blitz - BenefitsRequired resources are lowChange is almost immediateRelatively simple to plan and implementMany small improvements can be as, if not more, beneficial than larger scale changes
Lean Project with Kaizen
33Kaizen – Implementation RoadmapProject / Change ManagementDiagnosticKaizenSustainPlanningPre Diagnois-tic PlanManage Stakeholder ExpectationsContinuous ImprovementPlan (Define)As~IsCollect DateBusiness ImprovementTo~BeMonitorExecuteVSM, 7W, Takt, 5S, Prioritise (Future Projects)DMAIC  1   ~   4          5                6                7	     8     9    10  	      11 ~  15Weeks
Planning / Diagnose PhasePlanning and preparing for kaizen events includes: Collecting background dataSelecting a target area and problemScheduling the eventSelecting team membersMaking all preparations for a successful event34
Kaizen PhaseProcess changes are made.  Typical steps include: Team orientationGathering baseline data (time studies, etc.) Mapping the processBrainstorming improvement ideasTesting ideas – visioning processAnalysing the results / quality assurance Documenting the new process, and Presenting the results35
Monitor, Control & Sustain PhaseClosure and follow-up activities, to ensure that the results of a Kaizen event are communicated and sustained. Typical steps include: Lesson learnt and highlight improvements made during the event on bulletin boards / newslettersCelebrate success, recognise and award team member contributionsHold monthly “mini-meetings” to discuss the need for adjustments and to ensure unresolved actions are completed36
Kaizen – Problem Solving
Kaizen – Eliminate the Gap38Eliminate the Gap!Kaizen will help us do that   Customer	                         Supplier
Kaizen - StepsSelect a bottleneck situationUnderstand the “Current State” of the bottleneckBrainstorm the “Future State” to set improvement goals. Implement within the five daysThen use the 30 day opportunity log to finish up any items requiring more time39
Kaizen – TeamsUnderstand Goals and objectivesTeam rules and guidelinesKnow the processMembers - dedicated or volunteers Team performance evaluationTeam reward and recognition40
Kaizen – Goal SettingTeam must define the purpose / objectiveState the desired goal of the process and set aggressive stretch goals Goals should be “SMART” (e.g. Reduce machine set up time in the fabrication process, from 65% to 75% by 30.06.2010)41
Kaizen – Team CharterChallenge Everything and NOT a license to spendNo action – no successFocus on improving things, not pointing fingersQuick and simple is better than slow and fancyIf it doesn’t work out, can always go back to the way it used to be42
Lesson LearnedGet everyone involvedComplete all actions on timeTake photos before and afterYour customer or your CFO should see resultsManagement support critical for long term successPlan events that support company goals (avoid “shotgun Kaizen”)It’s easier to cut costs by 10% than it is to increase sales by 10%43
Manage – Stakeholders & Change
Stakeholder (Sponsor) Engagement 45SPONSORSCHANGE AGENTSTARGETS
46Sponsor’s RoleModel a confident and constructive view of change Solicit feedbackUnderstand the need for the change and help others design the “Future State” Monitor and readjust priorities & allocate resources Acknowledge what people are experiencing and give them opportunity to express it SponsorShow personal support – both public and private - throughout the change Hold Change Agents & the Targets accountableChange the reward / recognition system
47Change Agent’s RoleModify time frames / resources as neededIntegrate the change into the cultureExhibit leader behavior and create dissatisfaction with the “status quo”Plan and/or implement the “communication”, “education & training” and “reward” strategiesUnderstand the need for the change & the impact on all involvedChange AgentCommunicate the change clearly and CONSTANTLYInvolve the Targets in planning whenever possibleManage the change resources
48TargetsSuccessful Change   begins with understanding the Targets of the changeThink first about what they have to give up, not what they’ll getBe concerned that they don’t have enough skill or resourcesFeel alone even if everyone else is going through the changeTargetsFeel self conscious and ill at ease when confronted by changeBe at different levels of readiness for changeOnly be able to handle so much changeTry to go back to doing things the “right way” when the pressure is off
49ResistanceIt would have worked in other places but not hereWe need to spend more time thinking about itWe’ve tried something like this before  We don’t have time for thisIt’s a good idea; it just won’t fit hereResistanceIt’s impossible; it just won’t workThe union / shop floor / etc. won’t go for itToo many changes have been made alreadyIt will cause conflict / difficulty / chaosI just want to be left alone to do my job / my thing It’s unrealistic; reality will kill itThe company is doing fine already; who needs it?
50Resistance - Reasons FreezeSee no need to change
Too much effort for so little gain
Change is a criticism of my past performance
Don’t trust the Change Agents
Don’t trust the SponsorsUnfreezeIt’s more work or too costly for me / us
Don’t believe organisation can get through transition and too much disruption
Nobody asked my opinion

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Kaizen Events Blitz & Lean Projects

  • 1. Kaizen Events - Blitz (Kaikaku ) & Lean ProjectsDrive quick improvements which lead to a leaner business operating systemAnand Subramaniam
  • 2. 2“Manpower is something that is beyond measurement. Capabilities can be extended indefinitely when everyone begins to think.”- TaiichiOhno
  • 3. HighlightsKaizen OverviewKaizen Event – Kaikaku / Kaizen Blitz / Kaizen SuperKaizen Event – ImplementationKaizen BlitzLean Project with KaizenKaizen – Problem SolvingManage – Stakeholders & ChangeKaizen WorkshopsKaizen – Tools & Techniques3
  • 5. Kaizen 5Kaizen 改善改 Kai = To Break善 Zen = For the Better
  • 6. Kaizen – OriginationA tool developed by Toyota, as part Toyota Production System (TPS) to enable continued improvementIt began as "Quality Circles," where manufacturing staff solved quality issues within a structured - team framework, using specific toolsAdapted by many firms around the world as a way of accelerating improvements6
  • 7. 7Why Kaizen ?Reduces scrap & defects while minimising the need for capital expendituresReduces lead times and WIP dramaticallyImproves Safety, Quality, and Delivery, by the elimination of waste (muda) in its many formsClear objectives and measurement focusAssists management to find new ways to gain substantial savings in time, space and labor outputWhy?Uses creativity before capitalImproves worker productivity by breaking down “silos” within & between depts. & divisionsEmpowers workers who know the situation best, to make decisions in the quickest timeData driven, fact based and improves standard operation procedures
  • 8. Kaizen – PrinciplesTeam processClear objectivesQuick and simple, action firstTight focus on time (one week)Necessary resources available right awayImmediate results (new process functioning by end of week)8
  • 9. Kaizen Strategies / GoalsPrioritising problemsElimination of wastes (8W)Define clear leadership initiativesCreate a culture where Perfection is perpetually chasedTeamwork: train employees (Kaizen & problem solving)Communicate ideas up and down company hierarchy; every one is encouraged to seek out and exploit new opportunities9
  • 10. 10Kaizen – Blitz & ProjectsReduce setup times - SMEDEstablish new metricsVisual factoryReduce WIPMROEliminates long conveyor assembly lines with cellsCombine operationsKaizen ProjectsNew product developmentChange process5 SDetermine proper tooling needed and organiseReduce lot sizesLoad level scheduleImprove safety
  • 11. Kaizen – Key Success FactorsIt should change / remove the “Value Stream” (VS) constraint(s) Be certain to define whole “VS” metrics when, determining and assessing the impact of a Kaizen implementationRedeploy resources so that they contribute to adding value; not just eliminating themEnsure Value Stream Mapping (VSM) process is implemented correctly, this will end up with a list of potential Kaizen events as actions lists on the Implementation PlanA Kaizen is an ACTION that, increases “Value” in the VS. It must have a permanent positive impact on the VS as a whole, in order to be called Kaizen11
  • 12. Kaizen Event – Kaikaku / Kaizen Blitz / Kaizen Super
  • 13. Kaizen EventA Kaizen event is any planned action that causes a Current State Map (“As~Is”) to become obsolete and that causes the Value Stream's productivity to permanently* change for good. * by permanently means ..until the next Kaizen improves it further...13
  • 14. 14Why Kaizen Events?Kaizen drives the improvements which lead to a leaner business operating systemFuture State (Lean)(To~Be)Current State(As~Is)Kaizen
  • 15. What is a Kaizen Event?Kaizen EventSpecific Goals Short time frame Specific Deliverables Dedicated ResourcesHighly focused activities Continuous ImprovementTeams work together to create radical changeAlso known asKaizen SuperKaizen BlitzKaikakuLean EventRapid Fire Lean Rapid Continuous Improvement Event 15
  • 16. Kaizen Event – Goal / ObjectiveImprove an area of the businessThroughput Labor EfficiencyWaste / Space ReductionOutput ImprovementQuality or Mistake Proofing Employee Involvement Culture changeTrying out ideasManageableInitiatives that can be done right away (Not OPEX / CAPEX projects) 16
  • 17. Kaizen Event - Resource InvolvementDedicated ResourcesNo other responsibilities for event duration 8 hours for 5 daysCore Team MembersEvent LeaderSubject matter expert (non) operationsProcess Owner / Supervisor (from the target area)17
  • 18. Core team expectation during an eventHear out every member’s ideasGroup decides on direction Ideas should be tried & testedAccountable to the goals establishedWork as a group throughout the period (no rank, no title)Everyone must be a full participant (no observers) for 3 ~ 5 days18
  • 19. Kaizen Event - Implementation
  • 20. Kaizen UmbrellaQuality ImprovementCustomer OrientationTotal Quality ControlDiscipline in Work PlaceProductivity ImprovementTotal Productive MaintenanceNew Product DevelopmentCo-operative Labour Management RelationsKanbanRoboticsZero DefectQ.C. CircleAutomationJust-in–TimeSuggestion SystemSmall Group Activity20
  • 21. Kaizen Event – Key PrinciplesSay “ NO “ to status quo Good ideas come when the going gets toughDo not look for excuses, find ways to make it happen Do not worry about being perfect - even if you get half way - Start now If something is wrong fix it on the spotGet rid of old assumptions It does not have to cost a lot of money to improve the processLook for wisdom from the team rather than one individualDo not stop asking questions till root causes of problems are established Never stop doing Kaizen event21
  • 22. Kaizen Events – Concepts / ApplicationWidely applicable – Can be used in both manufacturing and non-manufacturing environmentsTeam based & cross functional – Team members can be from various functions of the business. Top management participation is encouraged.Planned & tied to business goals – Events are planned in advance and tied to business goals and or value streams. Planning is critical to the success of the event.Focused in scope – Events are very focused, Don’t take too much on at one time!….22
  • 23. Kaizen Events (Contd.)Short term, fast & iterative – Events last approximately 2 to 5 days. Even though the process has gotten better you may have to repeat events on the same process… Continuous Improvement Based on IMPLEMENTATION – Events are biased to ACTION. Plan your events on DOING………Highly effective & results oriented - Kaizen events will generate quick results. Measurable results. Establish the baseline, and measure the change! A Learning Experience – Every member of a Kaizen Team will walk away from the event learning something new!23
  • 24. Kaizen Cycle 24Start HereDo It AgainCelebrateDocument RealityMake this the StandardIdentify WasteKaizenMeasure ResultsPlan Counter- measuresVerify ChangeReality CheckMake Changes
  • 25. Kaizen Event - ImplementationSuccessful implementation of Kaizen Event, include –5-S8-W The 5 WhysValue Stream MappingPDCA (Plan, Do, Check, Act)25
  • 26. Typical Kaizen Event ( 3 ~ 5 days)Team training (1/2 day) Lean overview Structure of Kaizen event Team conducts Kaizen on the factory floor area (2.5 ~ 3.5 days) Identifying problems Defining current process Observing, sketching process and collecting data Brainstorming suggestions for improvementImplementing solutions (rearrange equipment, modify machines, change methods, etc) Team measures improvements and verifies solutions (0.5 day)Team presents results to management, co-workers and shop floor personnel (0.5 day)26
  • 27. 27Kaizen Event – RoadmapConceptual TrainingKaizen on factory floor area Measure ImprovementEvaluate ImprovementsPresent & CelebrateDay 1Day 2Day 3Day 4Day 5Business Process
  • 29. 5S
  • 33. Measure & Analyse Current Work Process
  • 34. Brainstorm solutions & formulate Process Improvements
  • 35. Create and map new process
  • 38. Operate Using New Standard Process
  • 41. Present Results and CelebrateBenefits of Kaizen ImplementationMakes the job:Easier and saferLess unpleasantMore efficientSaves money and timeStimulates workersCreates an atmosphere of harmony and a strong sense of community, family and belonging
  • 43. Kaizen BlitzA Kaizen Blitz is an intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short time period, as opposed to traditional Kaizen applications, which are performed on a part-time basis
  • 44. Kaizen Blitz - BenefitsRequired resources are lowChange is almost immediateRelatively simple to plan and implementMany small improvements can be as, if not more, beneficial than larger scale changes
  • 46. 33Kaizen – Implementation RoadmapProject / Change ManagementDiagnosticKaizenSustainPlanningPre Diagnois-tic PlanManage Stakeholder ExpectationsContinuous ImprovementPlan (Define)As~IsCollect DateBusiness ImprovementTo~BeMonitorExecuteVSM, 7W, Takt, 5S, Prioritise (Future Projects)DMAIC 1 ~ 4 5 6 7 8 9 10 11 ~ 15Weeks
  • 47. Planning / Diagnose PhasePlanning and preparing for kaizen events includes: Collecting background dataSelecting a target area and problemScheduling the eventSelecting team membersMaking all preparations for a successful event34
  • 48. Kaizen PhaseProcess changes are made. Typical steps include: Team orientationGathering baseline data (time studies, etc.) Mapping the processBrainstorming improvement ideasTesting ideas – visioning processAnalysing the results / quality assurance Documenting the new process, and Presenting the results35
  • 49. Monitor, Control & Sustain PhaseClosure and follow-up activities, to ensure that the results of a Kaizen event are communicated and sustained. Typical steps include: Lesson learnt and highlight improvements made during the event on bulletin boards / newslettersCelebrate success, recognise and award team member contributionsHold monthly “mini-meetings” to discuss the need for adjustments and to ensure unresolved actions are completed36
  • 51. Kaizen – Eliminate the Gap38Eliminate the Gap!Kaizen will help us do that Customer Supplier
  • 52. Kaizen - StepsSelect a bottleneck situationUnderstand the “Current State” of the bottleneckBrainstorm the “Future State” to set improvement goals. Implement within the five daysThen use the 30 day opportunity log to finish up any items requiring more time39
  • 53. Kaizen – TeamsUnderstand Goals and objectivesTeam rules and guidelinesKnow the processMembers - dedicated or volunteers Team performance evaluationTeam reward and recognition40
  • 54. Kaizen – Goal SettingTeam must define the purpose / objectiveState the desired goal of the process and set aggressive stretch goals Goals should be “SMART” (e.g. Reduce machine set up time in the fabrication process, from 65% to 75% by 30.06.2010)41
  • 55. Kaizen – Team CharterChallenge Everything and NOT a license to spendNo action – no successFocus on improving things, not pointing fingersQuick and simple is better than slow and fancyIf it doesn’t work out, can always go back to the way it used to be42
  • 56. Lesson LearnedGet everyone involvedComplete all actions on timeTake photos before and afterYour customer or your CFO should see resultsManagement support critical for long term successPlan events that support company goals (avoid “shotgun Kaizen”)It’s easier to cut costs by 10% than it is to increase sales by 10%43
  • 58. Stakeholder (Sponsor) Engagement 45SPONSORSCHANGE AGENTSTARGETS
  • 59. 46Sponsor’s RoleModel a confident and constructive view of change Solicit feedbackUnderstand the need for the change and help others design the “Future State” Monitor and readjust priorities & allocate resources Acknowledge what people are experiencing and give them opportunity to express it SponsorShow personal support – both public and private - throughout the change Hold Change Agents & the Targets accountableChange the reward / recognition system
  • 60. 47Change Agent’s RoleModify time frames / resources as neededIntegrate the change into the cultureExhibit leader behavior and create dissatisfaction with the “status quo”Plan and/or implement the “communication”, “education & training” and “reward” strategiesUnderstand the need for the change & the impact on all involvedChange AgentCommunicate the change clearly and CONSTANTLYInvolve the Targets in planning whenever possibleManage the change resources
  • 61. 48TargetsSuccessful Change begins with understanding the Targets of the changeThink first about what they have to give up, not what they’ll getBe concerned that they don’t have enough skill or resourcesFeel alone even if everyone else is going through the changeTargetsFeel self conscious and ill at ease when confronted by changeBe at different levels of readiness for changeOnly be able to handle so much changeTry to go back to doing things the “right way” when the pressure is off
  • 62. 49ResistanceIt would have worked in other places but not hereWe need to spend more time thinking about itWe’ve tried something like this before We don’t have time for thisIt’s a good idea; it just won’t fit hereResistanceIt’s impossible; it just won’t workThe union / shop floor / etc. won’t go for itToo many changes have been made alreadyIt will cause conflict / difficulty / chaosI just want to be left alone to do my job / my thing It’s unrealistic; reality will kill itThe company is doing fine already; who needs it?
  • 63. 50Resistance - Reasons FreezeSee no need to change
  • 64. Too much effort for so little gain
  • 65. Change is a criticism of my past performance
  • 66. Don’t trust the Change Agents
  • 67. Don’t trust the SponsorsUnfreezeIt’s more work or too costly for me / us
  • 68. Don’t believe organisation can get through transition and too much disruption
  • 69. Nobody asked my opinion
  • 70. The change is Irreversible
  • 72. Can’t see it’s relevance to my/our workRefreezeIt is more work
  • 76. Caused a loss of jobs
  • 77. Loss of status for meChange - Plan & Manage51Define the FUTURE STATEIdentify the steps to freeze, unfreeze & refreezeDesign the Change Implementation PlanImplement, Monitor & Support the ChangeEducation & Training PlanReward &Celebration PlanCommunicationPlan
  • 78. 52Communication PlanCurrent State Explain upfront why the change is necessary
  • 80. Clearly define the Desired State
  • 81. Identify what is not going to change
  • 82. Focus on future positivesTransitionRepeat the Desired State message again and again
  • 83. Provide information and answers in a variety of ways
  • 84. Create safe ways to express resistance
  • 86. Bury the old waysFuture StateShow the distance people have come
  • 87. Communicate positive results of Desired State
  • 88. Acknowledge the price they have paid
  • 89. Thank them for their efforts and the results53Education / Training PlanCurrent State Identify competencies and performance levels required in the Desired State
  • 90. Assess gap between current knowledge/skill level and desired level
  • 91. Plan training outlines and implementation process & scheduleTransitionCarry out training plan on schedule
  • 92. Provide training about change and the change process
  • 93. Tie training to the Desired State constantly and consistentlyFuture StateMeasure the performance levels
  • 95. Design curriculum for new hires and career development54Reward / Recognition PlanCurrent State Examine current performance measures
  • 96. Identify behaviors that are desired and need to be encouraged
  • 97. Develop new performance measures that support the Desired StateTransitionStop rewarding old ways and undesirable behaviors
  • 98. Reward incremental steps toward new performance levels
  • 99. Reward those who surface resistance by including them in the “Tweaking”Future StateRecognise behaviors that support the Desired State
  • 100. Reward achievement of new performance measurements
  • 101. Do not reward or ignore undesirable performance
  • 103. 56Kaizen WorkshopsWorkshop SessionSponsor sets challenge and expectations
  • 109. ‘Fairs’ to involve stakeholders
  • 110. Recommendation development ReportTeam report-out presentations
  • 111. Every idea gets a response
  • 112. Individual, team and Sponsor commitments to action itemsWorkshop FollowupPut follow-up mechanisms in placeTest ActivityCommunicate
  • 118. Recognise and reward implementationWorkshop PlanningIdentify topic
  • 119. Charter the workshop and contract with Sponsor
  • 120. Sensing Sessions to collect data, identify issues and refine the problem/ opportunity statement
  • 122. Collect background data and determine topic questions
  • 123. Design Workshop meeting agenda and plan logistics
  • 124. Identify participants and communicate expectations
  • 125. Coach and prepare SponsorKaizen Workshop – What is involved?Emphasis on action over analysisA short burst of intense activity & effort (can range in hours to days)Focused on improving the Value Stream Flow for materials and information Driven to resolving a specific problem or achieving a specific goal. (Don’t bite off more than you can chew !!)57
  • 126. Kaizen Workshop – CharacteristicsA focus on an area or process to achieve a specific goal Includes a team that is empowered to make changes Team make-up should include: operators, maintenance, quality, outside eyes and a process owner (If possible a customer) Supported by Management with $$, time, and frequent “Gemba” activity Managed to resolution and a commitment to sustain58
  • 127. Pre-Kaizen Workshop – PlanningDefine the opportunity cost, quality, delivery, waste, safety, morale etc – Be Specific Form & train the teamMust be dedicated resources and commitedMust be trained in specifics regarding the task at hand. (ie: process knowledge, lean tools)Set goals / collect baseline dataIs the problem well understood – what does success look like?Leader & team responsibilities59
  • 128. Kaizen TeamsTeam composition & training is critical to the success of the teamComposition should reflect the diversity of the work center / shop floor / warehouseA team generally consists of 3 ~ 8 peopleEach member will be chosen to perform a specific role60
  • 129. Kaizen – Engagement RulesRespect othersParticularly the local operators, you are in their living roomDocument realityIf you make changes based on data, the data should be based on realityDo your shareEveryone has to contribute61
  • 130. Kaizen – Engagement Rules (Contd)Try something newBe open minded - try it instead of racking your brain for reasons why it won’t work (try-storming) Ask why (the 5 why’s)Gain complete understanding, assume nothingBe safe / Think safeBoth in your actions and in what you implement 62
  • 131. Kaizen – Do & Do NotDoDo NotOpen minded to all approachesTry as many ideas as possible. Minimum of three (3)Do as many observations of reality as possible (10)Do include one person who is convinced it can’t be doneDo make sure management is committed to resolving the issue and supporting the teamAssume everything is good on what you hear (see it with your eyes)Just sit around but brainstorm (justify the current way things are done)Assume you know the problemHold a Kaizen to resolve an issue that is not driving a business goal63
  • 132. Kaizen – Tools / Techniques
  • 133. Kaizen Tools – When, Where, What..65Calculate TaktTime
  • 135. Set targets and enter on Target Progress Report
  • 136. Plan & initiate Kaizen Workshop
  • 137. Pair up 2 for each process
  • 138. One times w/ stopwatch, other jots down times
  • 139. Verify if Cycle Time meets TaktTime
  • 143. If equipment seems to lack in capacity, use Capacity Sheet to define problems
  • 144. Fill out StandardisedWork Combination Sheet with best times
  • 145. Note long times on Combination Sheet, there are opportunities for Kaizen
  • 146. Continue to observe site, note problems on Kaizen Newspaper
  • 147. Try out ideas for kaizen immediately, verify results
  • 148. Prepare Kaizen Proposal Sheets for effective kaizen ideas
  • 151. Kaizen Every Day !!.66Tools for Process AnalysisCheck sheetsControl ChartsFlowchartsProcess Analysis ToolsPareto diagramsHistogramsScatter diagramsCause & effect diagrams
  • 152. 67Lean - Tools5S7 W (Waste)Jidoka / Andon / PokaYoke / Mistake ProofingSingle minute exchange of die (SMED)Standard Operating Proced-uresKaizen ToolsKanbanTotal Preventa-tiveMainten-anceTakt timeThrough-put timeSpaghetti diagramValue Stream MappingKaizen blitz or event
  • 153. 68“If we don’t change our direction, we might end up where we’re headed.”- Chinese Proverb

Editor's Notes

  1. Transition: A Kaizen event is a defined period of time set aside for continuous improvement. The goal is met by the team coming up with numerous small improvements that add up to one large change for the better for the area.There are many other names for a Kaizen event but they all mean the same thing.