This document discusses the stages and process of a Kaizen event. It begins by defining what a Kaizen is and explaining the typical stages: planning and preparation, the event itself, reporting out results, and follow up. The planning stage involves setting goals, selecting a team, collecting baseline data, and planning support. During the event, the standard work process is documented, improvement opportunities are identified and countermeasures planned. Results are measured and changes are verified and standardized. Follow up ensures improvements are sustained over time through continued reviews and assessments.

1. QMPD

2. Content:
• What is a Kaizen?
• Why Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up

3. Why Kaizen?

4. Content:
• What is a Kaizen?
• Why Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up

5. Planning and Preparation
There are 4 basic steps:
• Set goals.
• Select the team.
• Collect baseline data.
• Plan to support the Kaizen activity.

6. Set Goals
to reduce ventilator associated
pneumonia from 30 per 1000
ventilator days to be below 10 per
1000 ventilator days

7. Select the Team
• Team size should be based on the area(s) being kaizened.
• A trained Facilitator and a Team Leader for each Team
• Every team member should be chosen for a specific reason
•Management
•“Different Set of Eyes”
•Customers and Suppliers (internal or external)
•Experts (people who actually do the work)
•Change Agents and “CAVE Men”

8. Data collection
• We need objective evaluation of the process
before and after the improvement
so what will we do
We collect data

9. Data collection
What we will collect ???
• Base line data before
initiation of the
project: process as it is
collect data of the current
status
• Results after
Improvement: collect
base line data and compare
to know the project
effectiveness.
How will we collect it ???
• Data Sheet or Work
Sheet: Form for recording
data requires subsequent
processing for analysis and
interpretation.
• Checklists: Form for
recording data; designed to
facilitate interpretation
directly from form
• Survey: Form for getting
input from a large group

10. How do we present it
10,580
8,773
4,4145,030
6,768
4,420
CRP VIT-D HBA1C
2016 2017
71 63 53
7 8 8 9 8 7
JAN FEB MAR APR MAY JUN JUL AUG SEP
BREAST FEEDING MOTHERS STATUS
rejection
82%
91%
75%
80%
85%
90%
95%
Before After
% of
compliance to
antibiotic…> 11 days
16%
< 12 days
84%

11. Plan to Support Kaizen
• Top management support to cover Kaizen needs
• Set clear goals and expectations with time frames
• Empower employee
While the goal of a Kaizen is to work around the process, interruptions are
inevitable as improvements are implemented. Success requires action prior
to the Kaizen. Items to consider:

12. Content:
• What is a Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up

13. The Standard Work elements of a Kaizen are:
Document
Reality
Plan
Countermeasures
Identify
Waste
Reality
Check
Make Changes Verify Change
Measure
Results
Make this
the Standard
Celebrate
Do It
Again
Results:
A new way of work
Start
Stages of the Kaizen

15. Content:
• What is a Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up

16. After the kaizen, the focus must be placed on ensuring that the improvements
continue.
This is done by:
• Regular reviews by. GEMBA
• walkthroughs
• assessments
Follow-up

17. 5S

18. “You never get a
second chance to
create a first
impression.”
First Impressions

19. 5S
1. Sort - All unneeded tools, parts and supplies are
removed from the area
2. Set in Order (store) - A place for everything and everything is
in its place
3. Shine - The area is cleaned as the work is performed
4. Standardize - Cleaning and identification methods are
consistently applied
5. Sustain - 5S is a habit and is continually improved
Also - Work areas are safe and free of hazardous or dangerous
conditions

20. SORT
NECESSARY UNNECESSARY
CATEGORIZE
NECESSARY ITEMS:
* RARELY USED
* OCCASIONALLY USED
* FREQUENTLY USED
RED TAG STRATEGY
ATTACH TO ALL
UNNECESSARY ITEMS
DISCARD
UNNECESSARY
ITEMS
RED TAG
Category 1. Raw material 6. Dies and jigs
2. In-process stock 7. Tools and supplies
3. Semi-finished goods 8. Measuring devices
4. Finished goods 9. Documents
5. Equipment 10.Other
Item name
and number
Quantity Units $ Value
Reason 1. Not needed 6. Other
2. Defective
3. Not needed soon
4. Scrap material
5. Use unknown
Disposal by: Department/Business Unit/Product Center
Disposal method:
1. Discard
2. Return
3. Move to red-tag storagesite
4. Move to separatestorage site
5. Other
Disposal
complete
(signature )
Posting date: Disposal date:
9

21. Sort
Item Frequent use Daily use Weekly use Monthly use

22. Store
VISUAL LOCATIONS
PW2000 FIXTURES
2A4397
3A9674
2B4659
IDENTIFICATION
LINES
DETERMINE LOCATION
FOR NEEDED ITEMS
CUTTER
INSERTS
124GF
2HJF
12HJF 12HJF 12HJF 12HJF12HJF 12HJF
12HJF 12HJF 12HJF 12HJF12HJF 12HJF
POINT OF
USE STORAGE
13

23. SHINE
CLEAN
SWEEP
CLEANING AS A FORM
OF INSPECTION
BUILD PRIDE IN
WORK AREAS
BUILD VALUE
IN EQUIPMENT
ELIMINATE DIRT
17

24. Check Item
 Consistent with the
entire system
 Visual aids or visual
control systems
 Visual Workplace
Action
 Follow 5S Audit Sheet and all other visual controls
 Perform regular, scheduled audits
 Submit improvement suggestions
 Stick to the guidelines
 Produce signs, charts, graphs, paint equipment,
color coding systems
 Implement standard method for cleaning and
maintenance
 Create an environment in which anyone can know
in five minutes or less the who, what, when, how
and why of any work area: Without talking to
anyone, without opening a file drawer, without
opening a book or without turning on a computer
5S Guidelines
5S Review Schedule

25. PROPER
TRAINING
CORRECT PROCEDURES
BECOME A HABIT
SUSTAIN
MANAGERS COMMITTED
TO 5S
5 Sasdfsdfs
sdf
sdf
dsfsdfsdfsfdsdfsdf
“BUY-IN” FROM
ALL WORKERS
27

26. The Good, Bad and the Ugly
First the Bad and the Ugly - Life Without 5S

27. The Good

28. Any Questions?