Kaizen Funnel Roadmap
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The document outlines a proposed kaizen roadmap to formalize how Zurn-Wilkins identifies, plans, and conducts kaizen events. The roadmap consists of 8 steps: 1) building a queue of potential kaizen projects, 2) ranking projects, 3) obtaining management review and sign-off, 4) scheduling events, 5) forming cross-functional build teams, 6) holding pre-work kick-off meetings to define the problem and scope, 7) completing pre-work like process mapping and data collection, and 8) setting up the actual kaizen event by creating an agenda, sending invites, and preparing the space.
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Analysis of the Current State Map:
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By the end of the program, you would be able to:
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The VSM Poster complements the 'Value Stream Mapping' training presentation materials. It is an effective tool that can be printed and distributed to attendees of your VSM workshop session. It serves as a takeaway and summary of your VSM presentation.
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1.1 Define and scope problem
1.2 Pick product family
1.3 Determine value stream mapping objective and benefits
1.4 Create value stream mapping project charter
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Document the current state so as to gain a deep understanding about your current work systems and the related barriers to delivering value.
2.1 Map current state value stream
2.2 Quantify current state value stream performance
2.3 Analyze and identify improvement opportunities
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Design a future state value stream map that enables outstanding performance on all fronts; prioritize improvement projects.
3.1 Develop future state value stream map
3.2 Prioritize improvement projects
4. CREATE IMPLEMENTATION PLAN
Adopt the new design, create an implementation plan and lay the foundation for continued improvement.
4.1 Develop implementation plan
4.2 Seek management approval
4.3 Implement the plan and monitor progress
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History:
What is Value?
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Different things flow through the Stream:
Reason for Mapping & Analysis :
Objectives:
Team Members and Roles in VSM Study Project:
How to create a Value Stream Mapping?:
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Step 2 - Create a Current State Map
VSM Study Symbols:
Collecting Data and Time Studies in VSM Study:
Examples of data required in this study:
Process Steps in VSM Study:
Analysis of the Current State Map:
Step 3 – Future State Map & Action Plans:
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Analysis of Future State Map:
Step 4 – Execute the Plan:
Step 5 – Align & Analysis of Current and Future State:
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Mouhcine NAHAL
10 tips for a successful continuous improvement
Continuous improvement requires the ongoing efforts of employees and teams to improve processes. The first step is recognizing areas for improvement. An adaptive leadership team and a culture open to change are essential for continuous improvement. Both incremental and drastic changes can be made through continuous improvement approaches like Kaizen and crossing the chasm. Measurement and communication are also important to foster collaboration and monitor progress.
Lean Value Stream Mapping (VSM) Training Module
The document provides an overview of lean management principles including:
- A history of lean thinking from figures like Ford, Ohno, and Womack
- Key lean principles like defining value, mapping value streams, and establishing pull
- The seven types of waste - transportation, inventory, motion, waiting, overproduction, overprocessing, and defects
- How value-added work is defined and the goal of reducing non-value added activities
- The three lean "Ms" of muda (waste), mura (irregularity), and muri (overburden)
PDCA quality improvement
Simple demonstration for the PDCA tool that was popularized by Edwards Deming as a continuous quality improvement tool.
Deming has credited Walter Shewhart (American physicist, engineer and statistician) for inventing the tool
Kaizen
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It has five key elements: teamwork, increased efficiency, improved employee morale and satisfaction, improved safety, and the five S framework of seiri, seiton, seiso, seiketsu, and shitsuke. Kaizen is implemented through training, project selection, team selection, process mapping, and continuous improvement. It is applicable for all levels of an organization from top management to workers. Toyota is an example of a company that successfully uses kaizen to achieve high production efficiency.
Value Stream Mapping Overview Update
Value stream mapping (VSM) is a visual tool used to analyze the flow of materials and information required to deliver a product or service. It maps out the current process and identifies waste and defects. The goal of VSM is to design a future state map that improves the process by eliminating waste and reducing lead times and inventory levels. An implementation plan is then created to transition from the current to the future state through specific tasks assigned to individuals with milestones and reviews.
Lean manufacturing
The document provides an overview of key concepts in lean manufacturing including eliminating waste, the 4P model, value stream mapping, and the lean house model. It discusses 14 principles of lean such as creating continuous process flow, developing leaders from within, and becoming a learning organization through continuous improvement. The principles emphasize eliminating non-value added activities, establishing pull systems, standardizing processes, and building a culture of problem solving and refinement.
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Advanced problems solving using A3 Report - January 2017
Advanced problems solving using A3 Report - January 2017
Value Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence Consulting
Similar to Kaizen Funnel Roadmap
Kaizen Breakthrough
Kaizen Breakthrough is a five-day team-based process for rapid improvement focused on bias for action, creativity before capital, and achieving end-of-week results. The process follows the PDCA methodology and concentrates on learning by doing, overcoming resistance, and instilling a Kaizen culture. Key principles include establishing clear objectives and a charter before starting, involving associates and key resources, focusing tightly on the five-day timeframe, implementing quick and simple improvements, achieving immediate action with a new functioning process by the end of the week, and documenting results. Each day of the five-day flow has specific activities, such as developing the charter, running time studies, implementing changes, verifying improvements, and documenting the
Project Management
A project is a temporary work with a defined start and end date undertaken to create a unique product or service. Project management is the process of combining techniques, systems and people to complete a project within established time, budget and quality goals. Key project management processes include scoping the project, developing a plan, launching the plan, monitoring and controlling, and closing out the project. Common project management tools include work breakdown structures, fishbone diagrams, critical path analysis, and Gantt charts.
Copyright 2012 John Wiley & Sons, Inc.Part IIProject P.docx
Copyright 2012 John Wiley & Sons, Inc.
Part II
Project Planning
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Project Management
Copyright 2012 John Wiley & Sons, Inc.
Chapter 6
Project Activity and Risk Planning
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Initial Project Coordination and the Project CharterEarly meetings are used to decide on participating in the projectUsed to “flesh out” the nature of the projectOutcomes include:
Technical scope
Areas of responsibility
Delivery dates or budgets
Risk management group
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Outside ClientsWhen it is for outside clients, specifications cannot be changed without the client’s permissionClient may place budget constraints on the projectMay be competing against other firms
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Project Charter ElementsPurposeObjectivesOverviewSchedulesResourcesPersonnelRisk management plansEvaluation methods
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Systems IntegrationPerformanceEffectivenessCost
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Starting the Project Plan: The WBSWhat is to be doneWhen it is to be started and finishedWho is going to do it
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Starting the Project Plan: The WBS ContinuedSome activities must be done sequentiallySome activities may be done simultaneouslyMany things must happen when and how they are supposed to happenEach detail is uncertain and subjected to risk
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Hierarchical PlanningMajor tasks are listedEach major task is broken down into detailThis continues until all the activities to be completed are listedNeed to know which activities “depend on” other activities
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A Form to Assist Hierarchical Planning
Figure 6-2
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Career Day
Figure 6-4
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The Work Breakdown Structure (WBS)A hierarchical planning processBreaks tasks down into successively finer levels of detailContinues until all meaningful tasks or work packages have been identifiedThese make tracking the work easierNeed separate budget/schedule for each task or work package
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A Visual WBS
Figure 6-3
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Steps to Create a WBS
List the task breakdown in successive levels
Identify data for each work package
Review work package information
Cost the work packages
Schedule the work packages
Continually examine actual resource use
Continually examine schedule
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Human ResourcesUseful to create a table that shows staff needed to execute WBS tasksOne approach is a organizational breakdown structure
Organizational units responsible for each WBS element
Who must approve changes of scope
Who must be notified of progressWBS and OBS may not be identical
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The Responsibility (RACI) MatrixAnother approach is the Responsible, Accountable, Consult, Inform (RACI) matrix
Also known as a responsibility matrix, a linear responsibility chart, an assignment matrix, a responsibility assignment matrixShows critical interfacesKeeps track of who must approve what and who must be notified
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Sample RACI Matrix
Figure 6-7
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Agile Project Planning and ManagementWhen scope cannot be determined in advance, traditional planning does not workAgile project management was developed to deal with this pro.
Kaizen events -what are they? Driving Performance Improvement
Kaizen Events are a easy way to get started improving your business. With a focus on Action and implementation teams that are dedicated to solving a problem. Freeing up people from usual day to day responsibilities generates focus, dedication and enthusiasm that can be built upon every month to continually generate results. We have been involved in kaizen events that have generated benefits up to $20 Million for a weeks work! Usually 4 weeks is allowed to prepare for a Kaizen Event and 4 Weeks after the event to finalise any outstanding actions.
4 d's
The document outlines a 4 D process for project management: Discover involves setting aims, objectives, and timelines; Design plans how to achieve objectives and identifies constraints; Develop plans events and activities, carries them out, and captures data; Deployment tests services, measures outcomes, refines for the next cycle, and incorporates learning.
Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Recorded webinar: http://slidesha.re/1jKwkjg
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
In today's world of rapid change, it's increasingly important for organizations to build rapid problem-solving and execution capabilities.
In this webinar, you'll learn how to use Kaizen Events (aka Rapid Improvement Events) and the elements of Kaizen Events to not only get fast results, but to also change organizational paradigms and behaviors.
Building a Link Development Calendar
My presentation from Linklove Boston 2012 on April 2nd. Gives a rundown on link development process maps and how to structure your calendar to actually get results.
Similar to Kaizen Funnel Roadmap (7)
Copyright 2012 John Wiley & Sons, Inc.Part IIProject P.docx
Copyright 2012 John Wiley & Sons, Inc.Part IIProject P.docx
Kaizen events -what are they? Driving Performance Improvement
Kaizen events -what are they? Driving Performance Improvement
Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Kaizen Funnel Roadmap
- 1. 1. Build Queue Host Meeting Get the RBS Teams feedback Zurn-Wilkins: Kaizen Roadmap 3. Management Review Site Sign-Off / Input Leadership Review / Input 5. Build Team Build Multifunctional team 2. Rank Projects Meet with Steering Committee Meet with Management Problem Statement Kaizen Events are a well proven method of creating positive change in a business. Currently at Zurn Wilkins there is no formal system for how to identify, plan, and run an event. 4. Schedule Events Determine order of events Post Kaizen Event Schedule Share with RBS Team 6. Pre-Work Kick- Off Meeting Define Problem Define Scope Define Pre-Work 7. Complete Pre- Work Kaizen Charter Collect and Review Data Current State Process Map Future State Process Map Pictures Order Needed Material IDEATION Kaizen Event 8. Event Setup Create Agenda Send Invites Reserve Space Setup Equipment / Tools / Etc. III IIIIV