The Lean Enterprise All About Kaizen

1
The Lean Enterprise All About Kaizen
Lean Foundations Continuous Improvement Training
2
Another methodology Kaizen

• Within the Continuous Improvement tools arena,
  perhaps none is more critical than Kaizen events.
  While other lean tools may stand alone, Kaizens
  seek to change culture and processes through the
  utilization of many of the lean enterprise
  principles
• Kaizens seek small daily improvements resulting
  in large yearly savings
• Compared to a large-scale DMAIC project, Kaizens
  focus on short-term blitzes to make immediate
  impact and change (change for the better)
• The process of leading a Kaizen however, follows
  the DMAIC format

3
Learning Objective

• This section seeks to standardize the process of
  Kaizens in an attempt to provide useful tools
  allowing first-time facilitators to hit the
  ground running with a project of their own. One
  important concept is to start small and tackle
  the more complex problems at a later date - once
  momentum is built and the Kaizen process has been
  understood
• Some of the tools include a Kaizen Schedule,
  Kaizen Area Improvement Sheet, 7W and 5S forms,
  Area Action Form, Prioritization Matrix, and a
  Problem Record Sheet (These are embedded in the
  presentation and located in forms section )

4
Overview

• Kaizen is one of the critical tools within a
  Continuous Improvement Process (CIP)

Mistake Proofing
5S
VSM
Kaizen events
Visual Management
Kanban
Set-up Reduction
Cellular Layout
Problem
Solving
Standardized Operations
TPM
5
Overview

• What is Kaizen ?

(Ky-Zen) Continual Improvement Kai
Change Zen Good (for the Better) The Basic
Philosophy Is to Involve All Employees in Small,
Daily Improvements within their Work Areas.
6
Overview

• Benefits of Small Daily Improvements can Add Up

20
(One Time)
1/10 of 1
(Every Day)

20 Improvement
1/10 x 250 Workdays
(One Time)
25 Improvement
Per Year
7
DMAIC and PDCA
FIRST - Standardize, Do, Check, Act (Ensure
process is stable) THEN Plan (for more
improvement), Do, Check, Act
D
Identify Waste
Plan
Collect Data
Identify Desired Result
Find a Solution
M
Do
Implement Solution (PILOT first)
A
Did not
Check
Evaluate

achieve
desired
result
Achieve desired result ?
Standardize (ROLL-OUT SOLUTION)
I
Act
Prevent Recurrence Mistake-proof
C
8
Overview

• What is a Kaizen event?
• A Kaizen event is a planned event (2 - 5 days) of
  intense improvement activities directed at
  specific areas of the business toward a larger
  goal
• Kaizen events are essentially narrow-focused,
  short-term DMAIC projects. These can ALSO be done
  as part of any Lean, BB or GB project
• A Kaizen event is a cycle of improvement
• How do I do a Kaizen event ?
• You do a Kaizen the same way as a DMAIC project
  and using PDCA as your guide

9
Cycle of Continual Improvement

• Kaizens follow a continuing cycle of improvement
• S Study the change, assure it is stable
  then, improve again!

10
Overview

• Kaizen concentrates on improving several aspects
  of the business
• Kaizen concentrates on improving several aspects
  of the business
• Safety
• Quality
• Speed
• How?

Value to Customer
Pull System
Waste (Muda) Elimination
1-piece Flow
Working to Takt Time
5S
TPM
11
Benefits of a Kaizen

• Teamwork
• Everyone is able to participate and make
  improvements
• No one individual, but a team, make the
  improvements
• Communication
• Improved relations between associates and
  management
• Education
• Improved problem solving
• The more you teach someone to fish the more than
  can feed themselves

12
Benefits of a Kaizen

• Awareness
• Understanding of broad issues and objectives of
  the organization as a whole
• Better understanding of Continuous Improvement
  and the challenges involved with Change
• Confidence
• Stronger feelings of self-worth
• Empowerment
• Increased control over the job and work
  environment which fosters ownership and
  commitment to the change process
• All employees now feel
• they have a voice in the process!

13
Planning requires good Project Management
14
How is a Kaizen Done? (With Good planning!)

• Groundwork Period (D-Phase/Plan)

15
The Kaizen Groundwork Period

• Determining Areas of Improvement
• Document current state (performance)

16
Kaizen Preliminary Day

• Preliminary Day (D-Phase/Plan)

17
7W Form
18
6S Form (Embedded below)

• Your Company

19
Kaizen Day 1

• Day 1 M-Phase/Do

20
Kaizen Day 1

• Identify and Track Improvement Actions

21
Kaizen Day 1

• Prioritize Actions (Use Project Prioritization
  Matrix)

22
Kaizen Day 1

• Suggestions
• Take pictures and document the BEFORE condition
  (setup) !!
• You may also list these on a Problem Record
  Sheet

23
Kaizen Day 2

• Day 2 Analyze Phase/ Check
• Test/ Pilot/ Verify Solutions

24
Kaizen Day 3

• Day 3 Improve Control Phase (Act)
• Complete Final Report-out to Management and
  Sponsors

25
Kaizen Best Practices

• No rank on team, each person gets one vote
  (similar to brainstorming techniques)
• Be creative, practical, and open minded to other
  ideas (Think outside-of-the-box and break
  Paradigms)
• Dont blame others and ALL questions are good
  questions
• Accomplish as much as you can during the Kaizen
• Document results with pictures for presentation
  to show verification
• HAVE FUN !!
• (This is the time to work on culture change !)

26
Information to Review at Initial Roll-Out Meeting

• Overview of Process
• Key Factors for Success
• Composition of team
• Team member background
• Management Commitment
• Up-front agreement and understanding
• Employees are the greatest resource -
• give them the tools, training, support to do a
  great job

27
Information to Review at Initial Meeting
28
Workshop FundamentalsStakeholder Analysis

• Composition of Team
• Involvement of All People Affected by Changes
• Support and Commitment of Top Management
• Upfront Agreement and Understanding of Workshop
  Requirements

29
Team Members

• Representatives from these areas
• Operators from area (2 from each shift)
• Technical Resources
• Industrial, Process, and Design Engineers
• Safety
• Maintenance
• Management (middle to upper levels)
• Manufacturing Supervision
• Optional Representatives from Production Control,
  Quality, Materials Management, Union

30
Desired Background of Team Members

• Knowledge Experience of the Process Being
  Studied
• Team Player
• Willing to Change
• Positive Mental Attitude
• Innovative and Creative
• Able to Think Beyond the Current Way of Doing
  Things
• Recognize Accept that the Workshop May Involve
  Long Hours

31
Management Support Commitment Required

• Clear Empowerment to Team Members to Make Change
• Presence of Top Leadership at Kick-Off Wrap-Up
  Meetings
• Demonstrate Support by "Dropping In" at Various
  Times During the Workshop
• Expectation of Workshop Outcome Conveyed Clearly
  to Team.
• "Champion" Identified to Support the Process and
  Deal with Roadblocks
• Provide Recognition Feedback

32
Managerial Responsibilities and Support

• Commitment to Support Action Plans that Deal with
  Productivity Issues Such as -
• Cross Classification
• Multi-Function Operators
• Manpower Reductions
• Work Element Changes
• Standardized Operations
• Team Empowerment to Use Other Areas as a Resource
  to Address Issues Impacting Operations with
  Waste.
• Support to Implement the Ideas or Action Plans
  that can be Accomplished During the Workshop
  Period

33
Managerial Responsibilities and Support

• Review with Workshop Team Members and Worksite
  Personnel Prior to Workshop Beginning
• Commitment to People Displaced
• Company Expectations
• Support for Making Change
• Company and Process Competitive Position
• Workshop Agenda and Scope
• Ongoing Activities
• Provide Information Regarding Issues Such as
  Safety, Quality, Productivity, Delivery, Cost
  Drivers and Schedule Performance

34
Managerial Responsibilities and Support

• Recommendation for Workshop Focus (e.g. Current
  Problem Area) or Concurrence with Workshop
  Facilitator Suggestion
• Understanding that Workshop Facilitators will
  Push Group to Reach for Solutions to the
  Opportunities Found, Potentially Impacting
  Sensitive Issues
• Providing the List of Team Members within
  Sufficient Time for Workshop Facilitators to
  Review and Adjust if Necessary to Achieve the
  Desired Composition and Background
• Reviewing "Kaizen Activity Contract" and Having
  all Aspects Completed Prior to Workshop
  Facilitator's Arrival

35
During The Workshop

• The Involvement of the Targeted Area Team Members
  (Operators, Technical Support, Supervision,
  Maintenance etc.) is Critical to the Success of
  the Workshop. Let Them Know how Important Their
  Input and Support are to you.
• Top Management Support of Process Must Be
  Displayed
• Team Member Reviews are Necessary Before Changes
  to Targeted Area are Made
• Establish Target Dates for Follow-Up

36
Utilize a Kaizen Checklist
37
Utilize a Kaizen Checklist
38
Kaizen Workshop - Best Practices

• Distribute all printed materials for learners
• Apply visual controls to model process, use
  workplace organization
• Set Target Floor Area Facilitator materials by
  exit for them to carry out
• Set up message board, beeper check table, flip
  charts

39
Kaizen Workshop - Best Practices

• Complete Action Plan Items From Workshop
• Prepare a Plan to Implement Workshop Concepts
  Throughout Facility. Continue Implementing!
• Follow-Up and Review Status / Progress on Action
  Plan Items. Determine New Action Plans

40
Kaizen Workshop - Best Practices

• Discuss the Purpose of the Workshop
• Conduct Hear, See, Do Sessions
• Close the Workshop
• Finalize Commitment to Workshop Results
• Introduce the Follow-Up Plan
• Review Impact to other Standardized Processes
• Report Cost Savings
• Discuss Workshop Continuation for Visiting Guests
• Break Down Main Classroom/ Meeting room

41
Kaizen Workshop - Best Practices

• Complete the Contract
• Complete 30/60/90 day Results report
• Review New Initiatives
• Re-assess Customer Needs
• Monitor Changes to Sponsor Approval
• Update Cost Savings Progress
• Complete the Monthly Reporting Form

42
The Lean Enterprise All About Kaizen
Lean Foundations Continuous Improvement Training