3. 2-3
Kaizen EventKaizen Event
“You can know all there is to know about something
except how to improve it. That requires a different
set of skills, it requires new knowledge. A system
cannot improve itself. That knowledge comes
from outside the system, and only by invitation.”
W. Edwards Deming
CPI
7. 2-7
Kaizen EventKaizen Event
1. Has anyone heard of a gentleman named W. Edwards Deming?
Training, books, films, articles?
2. Has anyone heard of the “Toyota Production System?”
Training, books, films, articles, visit any plants?
3. The Toyota Production System is based on a philosophy that he
calls “The System of Profound Knowledge” & The Fourteen Points
4. “The System of Profound Knowledge:”
Systems and Processes
Variation reduction in the Systems
Leadership requires “New Knowledge” to improve the Systems
Psychology of change in the people that work in the Systems
5. What is a “System?”
Brief History
8. 2-8
Kaizen EventKaizen Event
What is a System?
A “System”: A network of inter-dependent
components (sub processes) that work
together to try to accomplish the “Aim” of
the “System.”
The OUTCOME of any “System” pre-exist in
the methods of that “System.”
9. 2-9
Kaizen EventKaizen Event
Three Methods To Improve Quality
1. Improve The System: Improve the Process that creates
the product, or service. (Factory #1)
2. Distort The System: Get the demanded result, but it
will only be short lived. (Brut Force)
3. Distort the Figures: Use creative accounting to hide
rework and waste. (VC Shuffle)
CHOICES 2 & 3 ARE THE EASYEST BUT, THEN AGAIN,
“SURVIVAL IS NOT MANDITORY”.
W. Edwards Deming
10. 2-10
Kaizen EventKaizen Event
The Organization As A System
Management’s job is to improve the System,
and to improve the people working in the system!
11. 2-11
Kaizen EventKaizen Event
Owner
Service
“WEST” &
“Medallia”
Data
Owner
Point
Of
Sale
Function 1
WCF
Function 2
HR
Function 3
Legal
Function 4
Owner Services
Function 5
Function 6
Function 7
Customer Welcome
Center
Resort 1
Bonnet Ck
Resort 2
Grand Desert
Resort 3
Resort 4
Resort 5
Resort 6
Resort etc.
G
G
G
Survey
D D
D
Experience
The Organization Viewed as a System
Purchase
Process
Information
Data
G
G
= Process Gap
D = Data Needed
Information
Data
Y = f (X/CTQ)
Y
X
Key:
Suppliers
Quality Management Systems
Process Alignment ~ Voice Of Customer ~ SOP & Control ~ Critical To Quality ~ SPC
Design For Six Sigma ~ Best Practice ~ Leading Indicator Data ~ Gaps ~ PFMEA
Process Control ~ Process Capability ~ Supplier Control & Development
VOC
Business Touch Points
D
Marketing
M
M
M
Y
SLT
X
X
X
12. 2-12
Kaizen EventKaizen Event
Develop
Value Stream
Map
Organize Around
The Process
~Team Based~
Conduct a
SIPOC Analysis
& Focus
On Handoffs
Gather The
Voice of The
Internal Customer
*Measure Key
Characteristics
As Identified
Identify Gaps
From VSM
Conduct: Kaizens,
Belt Projects
Establish Process
Metrics
Establish Intrinsic
Competition
Based on Metric:
Sigma Score / FPY
Strategy:
Establish Flow
Apply Lean~
Sigma Methodology
Moving to Process Management
Establish
Supplier Score
Cards &
Feedback Methods
The Aim is to
Attack Waste
In all Systems & Align
The Processes
13. 2-13
Kaizen EventKaizen Event
The Process MentalityThe Process Mentality
Becoming
Aware
Step 2….. Step X…..
Successful or
Unsuccessful
Result
Guest/Front
Maintenance
Purchasing
Accounting
EachHOA
Business Viewpoint: Functional
Customer Viewpoint: Process Results
…For the Customer
& the Business
14. 2-14
Kaizen EventKaizen Event
Ideal State
PROCESS IS PREDICTABLE
100% CONFORMING PRODUCT
Control Charts:
Maintain process in control
Give timely warning of any troubles
ProcessImprovement
Entropy
Threshold State
PROCESS IS PREDICTABLE
SOME NONCONFORMING PRODUCT
Must either…
Change process, or
Change specifications
Sorting is only a temporary fix
Control Charts:
Maintain process in control
Evaluate efforts at improvement
Brink of Chaos
PROCESS IS NOT PREDICTABLE
100% CONFORMING PRODUCT
All may seem okay, but….
Assignable Causes determine what is
produced by the process!
Quality and conformance can change
in a moment.
State of Chaos
PROCESS IS NOT PREDICTABLE
SOME NONCONFORMING PRODUCT
Assignable Causes dominate process>
Random fluctuations due to Assignable Causes
will eventually frustrate efforts at process
improvement
“Four States Of A Process”
Stuck Here!
(A State of Continual Improvement)
15. 2-15
Kaizen EventKaizen Event
All processes belong to one of four states. But Processes do not always
remain in one state. It is possible for a process to move from one state
to another. In fact there is a universal force acting on every process that will
cause it to move in a certain direction. That force is Entropy. It continually acts
upon all processes to cause breakdowns and failures. Because Entropy is
relentless it causes every process to migrate toward the State of Chaos.
There is only one way to move a process up to the Threshold State or the Ideal
State and that is to use Shewhart’s control charts effectively for Process
Improvement.
However, whenever the information provided by the charts is not effectively used,
the cycle of improvement is broken. These breaks allow Entropy to degrade the
process, and as an assignable causes continue to occur, the sporadic
improvements obtained from the charts will not suffice to overcome negative
forces. Therefore, the process will slowly deteriorate.
16. 2-16
Kaizen EventKaizen Event
5S Kaizen Events Lean Systems Six Sigma Quality
Leadership, Creativity, Innovation
Teaming, Team Based, and Employee Involvement
Quick Strike
1-6 Days
Process Mapping
Cause & Effect
Basic “Blocking &
Tackling” Tools
Value Stream
One Piece Flow
Cells
Visual Controls
Pull Systems
Kanban
Setup Production
TPM
DMAIC Process
Statistical Tools
Value Stream Mapping
PFMEA
Cp and Cpk
Gage R & R
EMS
ANOVA, Hypothesis
Test, DOE, Optimization
Closed Loop
Performance
Knowledge of
Tools
Focus on
Improvement
Sort
Set in Order
Shine
Standardize
Sustain
Simple Tactical Focus
Obvious Quick Fixes
Containment
Plug Holes in Dike
Waste, (Non-Value
Added)
Speed & C/T
Standardization
Inventory Control
Logistics Cost
Variance Reduction
Complex Problems
Variation Reduction
Process Capability
Defect Prevention
Stability, Predictability
Design Excellence
Separate
Organized
Clean
Visual
First 4 S
“Body of Knowledge Required for the Transformation”
17. 2-17
Kaizen EventKaizen Event
Conduct a Kaizen Event to
Establish, Change or Improve
The System
How do you organize for Quality?
(Chaos) That becomes your System!
How do you break out of that?
By organizing around your Value Stream!
19. 2-19
Kaizen EventKaizen EventThe Lean ~ Sigma System
S.I.P.O.C. Analysis
PROCESS MAPPING
ID GAPS
ANALYZE GAPS
ID ROOT CAUSE OF PROBLEM
HOW IS IT MEASURED?
DEVELOP PLAN TO IMPROVE
TEST PLAN
IF DESIRED RESULT
ID SUPPLIERS
ID INPUTS
SUPPLIERS &
THEIR INPUTS
IF NOT DESIRED RESULT
STANDARDIZE
ID CUSTOMERS
ID OUTPUTS
CUSTOMERS &
OUR OUTPUTS
Flowcharting, Value Stream, 5S, Visual Management,
Lean Methods, Spaghetti Diagram, Muda Walk, 7QT,
CTX, CTP, CTD, CTC, CTQ – QFD,
Scatter Plot, Needs of VOC & VOP,
Discussion of Aim, PFMEA,
7 MP, 7 QT, Map-It, Sigma Level, Cpk, FPY,
Brainstorming, VOC, Radar Chart, Affinity Chart,
Fishbone, 7 Step, Data Collection Plan
FPY, MSE / GR&R, SPC/Control Chart,
Run Chart, Histogram, Cp, Cpk,
Key Characterization
Should Be Map, C&E Matrix, Project
Management, Brainstorming, Kaizen
Event, PFMEA, 5S, Lean Methods
Communicate (Share) Results
& Train to Standard ~ Deploy
Repeat Cycle
Plan
Plan
Do
Do
Study
Study
Act
Plan
Do
Study Study
Act
Check
measurement
system / repeat
cycle
S.W.O.T., M.O.S.T., VOC, Alignment of Processes,
TDF / Team Skills, (Pre~Kaizen Event, Kaizen Event),
Feedback Loops Identified, Clear Aim of System
Process Failure Mode Effects Analysis
Control & Reaction Plan
Improvement Plan
CELEBRATE
IMPROVEMENT
Feed Forward Loop
“S” “C”
ID Stake Holders
Force Field Analysis, “As-Is vs. Should Be”
Brainstorming, MSE / GR&R
Meet 5-S Requirements?
Feed Back Loop
Feed Forward Loop
GO TO GEMBA
Kaizen
KAIKAKU
ID PROBLEM OWNERSHIP
Generate Actions / Responsibility
Poka Yoke, Cycle Time, VOP,
VOC, Throughput, Cost, FPY,
DOE, SPC, Cp, CpK, Stake
Holder Analysis
Feed Back Loop
Define
Charter
VOC
SIPOC
Measure
Data Collection
Plan / Rational
Execution Plan
Analyze
Voice Of the Process /
Process Analysis
Root Cause Analysis
Analysis of Data and
Process
CTQ, CTX, CTY, CTB
Improve
Develop Plan
Deploy Plan (Test)
Stake Holder Analysis
of Test
Control
PFMEA
Control Plan
Response Plan
Improvement Plan
VOC
RepeatTheCycle
ContinualProcessImprovement!!
Property of Frank Haas et.al.
Jidoka
Heijunka
Project Charter ~ Aim
Plan
Business Case, Problem Statement,
Project Scoping, Goals, Identify Team Members
20. 2-20
Kaizen EventKaizen Event
The S.I.P.O.C. View & Processes
Inputs
Feedback LoopFeedback Loop
Feed Forward Loop
Outputs
GapsGaps
Feed Forward Loop
Process CustomersSuppliers
Scope of Improvement Efforts
Define the Start and Stop Points of the Process
Identify the Pit Crew!
21. 2-21
Kaizen EventKaizen Event
What is A Lean / Sigma?
Lean
Speed + No Waste + Implicit
Infrastructure
• Goal – Reduce waste and increase process
speed
• Focus – Bias for action / Implementing
Toyota tools
• Method –Kaizen Events, Value Stream
Mapping, process balancing, constraint
identification, mistake proofing
Lean Speed Enables
Six Sigma Quality
(Faster Cycles of
Experimentation / learning)
Six Sigma Quality Enables
Lean Speed
(Fewer Defects Means Less
Time Spent on Rework)
Six Sigma
Quality, Cost +
Explicit Infrastructure
• Goal – Improve performance on
Customer CTQs
• Focus – Use DMAIC with Quality
Tools to eliminate variation
• Method – Management engagement,
1% dedicated as Black Belts
23. 2-23
Kaizen EventKaizen Event
Characteristics of a Kaizen Event?
A focused activity undertaken by a selected team of stakeholders
that over a short period of time enables incremental step
improvements.
It has three parts:
The Event – 3-5 Days 30-Day ActionsPreparation
Is fast
Has SMART (Specific, Measurable, Achievable, Realistic, and Timely) goals.
Has clear boundaries and allocated resources
Is initiated and fully supported by management (CPI Steering Team)
Involves a multi-disciplinary team made up of area employees, staff and
external guests
Is thoroughly planned in advance
Is structured
Includes training in appropriate tools (Active Learning).
Achieves results quickly; the spirit is “Do It” by removing waste and variation
from the process.
25. 2-25
Kaizen EventKaizen Event
Relentless Improvement Team Primary Goal:
•Eliminate any safety issues identified,
•Implement 5S for Housekeeping supplies, Mtc P.M.
tools, materials, supplies, and process steps.
•Streamline the P.M. process to reduce searching,
motion, defect, and transportation waste
•Establish Kanban systems where appropriate for
Housekeeping Supplies
•Enable more time for resort preventive maintenance
The Glade Kaizen CharterThe Glade Kaizen Charter
Team Name:Team Name:
Date: 4/20/09 – 4/24/09
Area: The Glade Hskg Supply Area and Mtc
PM Process/Vehicles/PM Kits
Relentless Improvement Team:
•Team Champion - James Hawn, Maintenance Mgr.
•Team Leader – Gary Karge, Maintenance Supervisor
• Team Member– Ed Davis, Maintenance Engineer
•Team Member – Steve Swafford, Asst Maintenance Mgr
•Team Member – Ellis Gunter, Maintenance Engineer
•Team Member – Doug Findley, Maintenance Engineer
•Team Member -- Arnold Smith, Maintenance Engineer
•Team Member – Chad Wheeler, Maintenance Engineer
•Team Member – Charlotte Findley, Mtc Office Clerk
•Team Member – Autumn Bolin, Housekeeping Mgr.
•Team Member – Katy Kilgore, Housekeeping Supervisor
•Team Member – Melissa Taylor, Housekeeper
•Team Member – Marilyn Day, Housekeeper
•Team Member – Harmony Brisley, Guest Services Rep
•Chris May – Maintenance Manager (Plantation)
•Rene Morphew– Assistant Resort Manager
•Kaizen Facilitators – Frank Haas & Chris Gray, Lean ~ Sigma
Relentless Improvement Team Objectives:
• Reduce P.M. Cycle Time by 25%
• Reduce weekly travel distance per Tech by 25% (mileage)
• Reduce travel time of P.M. Tech in the unit by 15%
• Reduce Search Time for Housekeeping Supplies by 50%
• Eliminate 100% of identified safety issues
• Achieve 25% improvement from baseline 5S Audit
• Increase WEST Unit Maintenance Ratings by 5%-points
• Reduce Guest-Generated work orders by 25%
-
Current Situation & Problems:
•Current PM Cycle Times range from 4 – 7hrs per unit
•Weekly PM travel distance averages 75mi per P.M. Tech
•Unit Maintenance WEST Scores average 58.3% for the past
12 months
•Opportunity exists to further reduce Search time for In-
House Housekeeping supplies
•Post-P.M. Guest-Generated work orders indicate
improvement is needed in P.M. effectiveness (quality)
26. 2-26
Kaizen EventKaizen Event
Set up the Room
AV Equipment
Screen
TV
Paper
Markers
Post’ems
Flip Charts
Snacks
Lunch
Lap Top and Speakers
27. 2-27
Kaizen EventKaizen EventStandard Kaizen Room Layout
Projection Screen
Laptop
Wallspace
Wallspace
Wall space
Power Strip
*Note: power strip
cord must be
taped down to
avoid tripping
hazard
Projector
28. 2-28
Kaizen EventKaizen Event
• Event Kickoff / SPACER
• Kaizen Training ~ “Re-calibrating Our Eyes!”
• Document Current Processes
• Identify Opportunities for Improvement
• Prioritize Opportunities
• Root Cause Analysis (5-Why’s / Fishbone / Grouping)
• Paradigm Video + Lessons Learned
• Vision of a “Perfect Process!”
• Brainstorm Solutions and Prioritize
• Create the “Should-Be” Process (“Swim Lanes”)
• MAKE CHANGE HAPPEN!MAKE CHANGE HAPPEN!
• Develop Key Performance Indicators
• Develop Action Plan
• Create Executive Report Out – How To Keep This In Front of Sr. Mgmt?
• Team Celebration!
Agenda for Week
29. 2-29
Kaizen EventKaizen Event
• Continental Breakfast
• Event Kickoff / SPACER
• Review Baseline Maintenance Data & Charter
• Kaizen Overview Training
• Sub Team Formation & Training: 5S & P.M. Process Mapping
• Map P.M. Process, Hskg 5S Scan / 5S Audit / Sort
• Lunch
• Compile Findings
• Sub-Team Report Outs
• Sub-Team Activity: Hskg Sort Continued
• Sub-Team Activity:
– Map Flash P.M. Process ~ People, Material, Information Flow
• Day One Pluses & Deltas
• See You at 8:00am Tomorrow!
• Leadership Team Develops Day Two Agenda
Agenda for Day One
7:30 am
8:00 am
Noon
12:45 pm
5:00 pm
30. 2-30
Kaizen EventKaizen Event
Code of Conduct
• Be on Time! Late?
• Everyone participate!
• No sidebars! (“Three Tap Rule”)
• Attack process problems, not people!
• Leave cell phones with a peer!
• Practice active listening!
• Leave Title and Position at the door.
• Have Fun!
• Others ?????
33. 2-33
Kaizen EventKaizen Event
Roles & Responsibilities
• Facilitators
– Focus on participant expectations
– Deliver effective training materials
– Keep participants and Kaizen Event on track
– Facilitate application of training to Kaizen Objectives
– Relentless pursuit of learning from YOU!Relentless pursuit of learning from YOU!
• Participants
– Ask questionsAsk questions
– Challenge status quoChallenge status quo
– Actively applyActively apply new knowledge/skills to MAKE
CHANGE HAPPEN!
34. 2-34
Kaizen EventKaizen Event
Gap IdentificationGap Identification
People/Process Flow
Information Flow
Material Flow
What “Pain” Interrupts Flow?
• Transportation
• Inventory
• Movement/Motion
• Talent*
• Waiting
• Overproduction
• Over-processing
• Defects
35. 2-35
Kaizen EventKaizen Event
Kaizen Mindset!
• Throw out all fixed ideas about how to do things!
• Think of how the new method will work - not how it won’t
• Don’t seek perfection. 50% on the spot is excellent!
• Correct mistakes the moment they’re found!
• Ten people’s ideas are better than one person’s!
36. 2-36
Kaizen EventKaizen Event
Improvement Pitfalls To Avoid
• Let’s solve world hunger!!
• Let’s impose our ideas on others!
• But we’ve always been doing things that way!
• We’ll just push the problem upstream or downstream!
• We need to go into “analysis paralysis!”
• That’s a lousy idea! We already tried that 20 years ago!
37. 2-37
Kaizen EventKaizen Event
Kaizen Event PrinciplesKaizen Event Principles
• The goal of a Kaizen Event is NOT to create a PERFECT
process. The goal is simply to create a better process.
• A Kaizen Event does not present the luxury to think of
BIG, EXPENSIVE SOLUTIONS.
• Continuous Improvement means - Simplify, Combine,
and Eliminate!
• Key building blocks to a Kaizen Event are - Waste
Elimination, Workplace Organization (5S), and
Standardized Work.
38. 2-38
Kaizen EventKaizen Event
Continual Improvement Flow DiagramContinual Improvement Flow Diagram
Define
Problem
Define
Problem
Identify Waste in
Current Process
Identify Waste in
Current Process
Conduct Gap &
Root Cause
Analysis
Conduct Gap &
Root Cause
Analysis
Measure Current
Performance
Measure Current
Performance
Define Should-Be
Process
Define Should-Be
Process
Improve Current
Process
Improve Current
Process
Develop
Measurements
for Success
Develop
Measurements
for Success
Standardize
Operating
Procedures
Standardize
Operating
Procedures
Develop 60 Day
Action Plan
Develop 60 Day
Action Plan
Expose
Problems
Expose
Problems
Find the
Root Cause
Find the
Root Cause
Implement
Changes
Implement
Changes
Standardize
Work
Standardize
Work
Do
It
Do
It
39. 2-39
Kaizen EventKaizen Event
How would you improve
this process?
Who is the
customer?
What is their short
term need?
What is their long
term need?
How can we
improve the process?
40. 2-40
Kaizen EventKaizen Event
One Potential Solution...
Short term solutions
can create long term
problems.
“Re-engineering can’t
be accomplished in
small cautious steps,
it is an all or nothing
proposition that
produces dramatic
results...
41. 2-41
Kaizen EventKaizen Event
Operational Cycle Time
VA NVA
V
A
NVA
NVAVA
Typical
Company
Traditional
Improvement
Waste Reduction
Original Lead
Time
Minor Improvement
Major Improvement
Time
Improvement Practices
Buying bigger, faster processing equipment addresses only the small value
added portion of work performed. Concentrate on eliminating non-value
added work to achieve major improvements in lead time.
$$$$$$$$$$$$$
42. 2-42
Kaizen EventKaizen Event
Waste - DefinedWaste - Defined
Any activity that consumes resources but
creates no value.
Anything that the customer will not pay for -
Anything that does not show up in the
finished product.
43. 2-43
Kaizen EventKaizen Event
Learning to See MUDA
Calibrating the Eyes
Muda Definition Transactional Operations
Over-
production
Generating
more than
the customer
needs right
now
More information than the
customer needs
More information than the
next process needs
Creating reports no one reads
Making extra copies
Producing product to stock
based on sales forecasts
Producing more to avoid set-
ups
Batch processing resulting in
extra output and delays
Transporting Unnecessary
movement
of items that
adds no
value
Retrieving or storing files
Carrying documents to and
from shared equipment
Taking files to another person
Going to get signatures
Moving parts in and out of
storage
Moving material from one
workstation to another
Moving product to and fro
Motion Unnecessary
movement
of people
that adds no
value
Searching for files/information
Extra clicks or key strokes
Clearing away files on desk
Gathering information
Looking through manuals and
catalogs
Handling paperwork
Searching for parts, tools,
prints, etc.
Sorting through materials.
Reaching for tools
Lifting boxes of parts
44. 2-44
Kaizen EventKaizen Event
Muda Definition Transactional Operations
Waiting Idle time
created when
materials,
information,
people or
equipment is
not ready
Waiting for…..
Faxes
The system to come back up
Copy machine
Customer response
A hand-off file to come back
Waiting for parts
Waiting for prints
Waiting for inspection
Waiting for information
Waiting for machine repair
Over-
Processing
Efforts that
create no value
from the
customers
viewpoint
Creating reports
Repeated manual entry of data
Use of outdated standard forms
Use of inappropriate/outdated
software programs
Multiple cleaning of parts
Paperwork
Over-tight tolerances
Awkward tool or part design
Inventory More
information,
project, or
material on
hand than the
customer needs
right now
Files waiting to be worked on
Open projects
Office supplies
E-mails waiting to be read
Unused records in a database
Raw materials
Work in process
Finished goods
Consumable supplies
Learning to See MUDA
Calibrating the Eyes
45. 2-45
Kaizen EventKaizen Event
Muda Definition Transactional Operations
Defects Work that
contains errors,
rework, mistakes
or lacks
something
necessary
Data entry error
Pricing/billing error
Missing information
Misplaced mail
Incorrect customer information
Missed specifications
Lost records
Scrap
Rework
Defects
Correction
Field Failures
Variation
Missing parts/information
Talent Under-utilization
of human skills
and knowledge.
Not creating a
safe environment
that promotes
employee
participation
Chronic/acute injury or illness
Accepting hazardous
conditions as status quo
Not sharing company or
process performance
information
Not working in teams with
shared goals
Fostering internal competition
between departments/
processes
Chronic/acute injury or illness
Accepting hazardous
conditions as status quo
Not sharing company or
process performance
information
Not working in teams with
shared goals
Fostering internal competition
between departments/
processes/shifts
Learning to See MUDA
Calibrating the Eyes
46. 2-46
Kaizen EventKaizen Event
Process Flow - Spaghetti Charting
• A Spaghetti Chart is a
visual representation of
how people, materials,
and information flow
through the workplace.
• The Spaghetti Chart
reveals Wastes such as
Motion, Transportation,
Searching, etc & measures
them.
Sample Spaghetti Diagram
-- Why do we need to travel so far?
-- Why do we repeatedly go back and forth?
-- What tools, materials, & info do we not have
in order to perform our job?
47. 2-47
Kaizen EventKaizen Event
Process Flow – P.M. Stream-lining!
Before After
BATHROOM INITIALS COMMENTS BATHROOM INITIALS COMMENTS
Bath mat Drain cover/lever
Caulk/grout Exhaust vent/fan
Ceiling Faucets/controls
Commode angle stop Faucets/ controls
Commode bolt caps Floor/wall tile/ marble
Commode caulking Lights
Commode lever Mirror
Commode lid/seat Outlet GFI/cover plates
Commode supply line Shower head/plates
Commode rod/door/curtain Sink/faucet/stopper/panel
Door frame Soap dish
Door hinges Switches/cover plates
Door knobs/strike plate Towel rack
Door latch Tub
Door robe hook Wall vinyl
Door stop Sink cabinets
Door threshold
FRONT DOOR INITIAL COMMENTS AIR INITIALS COMMENTS
Room number Thermostat
Frame Filter
Threshold Filter vent cover
Lock lever Coils
Lock strike plate Drain pan
Lock latch Fan/compressor
Dead bolt lever Supply lines
Security night latch All room vents clean
Door viewer Clean strainers
Door stop
Batteries
Closer
Emergency evacuation plan
ENTRY WAY
1. Door & Frame Condition
2. Door Knobs
3. Door KeyCard Reader/Deadbolt Operation
4. Door Threshold
5. Night/Safety Latch
6. Peephole Visibility
7. Rate Card & Holder
8. Hydraulic Door Stop Operation
KITCHEN
Checkpoints/Standards
1. Ceiling & Can Lights
2. Refrigerator Lights/Temperature Settings @ 5
3. Cabinet Doors, Drawers, & Countertops - On Track & Hardware Secure
4. Microwave - Lights/Fan/Turntable Operation
5. Stove/Oven - Operation/Door Seal Condition
6. Sink - Water Operation, Temperature, Leaks/Stopper
7. Garbage Disposal - Operation/Gasket Guard Condition
8. Fire Extinguisher - Full Pressure & Secure on Holder
9. Dishwasher - Operation & Parts (e.g. Wheels or Baskets)
10. Carpet Trim/Transition Condition
BREAKFAST BAR AREA
Checkpoints/Standards
1. Wall & Baseboard Condition
2. Bar Stools Condition
48. 2-48
Kaizen EventKaizen Event
In a Visual Workplace:
• A customer entering the area will know the who,
what, when, where, why, and how within 5within 5
minutesminutes
• There is a place for everything and everything is
in its place
• There is nothing extra or unneeded, and storage
areas are clearly identified and organized
• The workplace is consistently clean
• It is easy to identify what is normal and what is
abnormal
Visual WorkplaceVisual Workplace
49. 2-49
Kaizen EventKaizen Event
Visual Management Techniques
• Standard Work
• Tool Shadow Boards
• Color Coding
• Performance Scoreboards
• Labeling
• Footprinting
50. 2-50
Kaizen EventKaizen Event
Sort: keep only what you need currently
Set in Order: a place for everything, and everything in its
place - what, how often, where, how much?
Shine: cleaning, and looking for ways to keep it clean and
organized
Standardize: all employees maintain the 3 previous points
Sustain: having the self-discipline to follow standard
procedures and help people do the right things naturally,
all the time.
Workplace Organization - 5S’sWorkplace Organization - 5S’s
51. 2-51
Kaizen EventKaizen Event
5S Scan ~ Sort5S Scan ~ Sort
Safety – Parts In Floor Safety – Striking Hazard
Different Parts Stacked Together Outdated Part Information
54. 2-54
Kaizen EventKaizen Event
5S Scan ~ Shine
Nails & Screws on floor create
‘Puncture’ hazards
“Archeological Dig”
uncovered Layers of Dust
55. 2-55
Kaizen EventKaizen Event
Standardize: Supplies/Inventory
Please Ensure That The Following List of Lightbulbs Are Included In Your Toolbox
# CODE TOOL TYPE QUANTITY
1 Lt-01 Clear Globe Bulb 4
2 Lt-02 Floodlight Bulbs 2
3 Lt-11 3-way Bulbs 6 to 8
4 Lt-12 67 Watt Bulbs 4
5 Lt-15 40 Watt Appliance Bulbs 2
6 Lt-26 Make-up Mirror Bulb 2
7 Lt-51 Microwave Bulbs 4
8 Lt-46 60 Watt Ceiling Fan Bulbs 4
9 Lt-39 Entertainment Bulb 2
10 Lt-09 3 Gang Switch Plate Cover 2
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Kaizen EventKaizen Event
Standard Operations
A STANDARD OPERATION IS:
The ideal arrangement of:
1. The work of operators
2. Materials used
3. Processing equipment and tools
4. Work methods to provide a safe work
environment.
Should be developed by the users
Visible to everyone
Without standards, meaningful improvement is not possible
A Defined Process flow is a requirement
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Kaizen EventKaizen Event
Are the most efficient known way to complete
a required task, with available tools, and in
the time allowed.
Standard operating instructions (work
instructions) use the following techniques:
Step by Step directions
Easy to follow directions
Common terms
Standard Operating Instructions (SOI’s)Standard Operating Instructions (SOI’s)
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Kaizen EventKaizen Event
Why Document the New Standard Work?
• Provides new work instructions for each operator
• Helps area management assure that the new process is being
followed
• Helps assure that the gains achieved during the event will be
sustained
• Helps assure that a quality product / service is being
produced every time
• Provides Visual Management!Visual Management!
New
Standards
I know exactly how
to do my job now!!!
