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Kaizen Facilitator Training. Planning and Facilitating Rapid Process Improvement Events. Learning Objective. Learn and practice basic facilitation skills Learn the steps for facilitating a Kaizen event Practice swim lane mapping. Agenda. Day 1. Day 2. Holding a Kaizen event - PowerPoint PPT Presentation
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Kaizen Facilitator Training
Planning and Facilitating Rapid Process Improvement Events
Learning Objective
2
• Learn and practice basic facilitation skills
• Learn the steps for facilitating a Kaizen event
• Practice swim lane mapping
Agenda
Day 1• Welcome • Set team norms• Facilitator overview • Kaizen event overview• Planning a Kaizen event
‒ Lunch (Noon to 1:00 p.m.)
• Facilitation exercise• Debrief (Plus / Delta)
Day 2• Holding a Kaizen event
– Lunch (Noon to 1:00 p.m.)
• Implementing changes• Studying results• Sustaining improvements• Process mapping exercise• Debrief (Plus / Delta)
3
Please share your:•Name•Organization and role •Topic for your improvement project or why you are interested in becoming a Kaizen facilitator
Introductions
4
Set Team Norms / Guidelines
• Define team norms and their purpose• Inform participants that one of your facilitator
responsibilities is to uphold the team norms• Do not force a group into a set list of team norms
– but have a list in your back pocket if needed.• Ask participants if they need any norms clarified• Get visual agreement from participants to abide
by and uphold the team norms• Establish a “Parking Lot” where you record items
that are important, but off topic (define follow-up actions)
5
• Attend all meetings, be on-time and follow the agenda• Share your experience and knowledge• Listen first, evaluate later• Don’t be afraid to ask questions• Focus on the problem or issue; not the individual• Only one person should talk at a time; avoid private
conversations• Set cell phones on silent and check messages at breaks• Keep an open mind to change • What is said here, stays here (Vegas Rule)• Voice your concerns; do not leave in disagreement• Be positive and supportive
Common Team Norms
6
What is a facilitator?
• Neutral convener who manages the structure needed for effective human interactions (virtual or in-person) so meeting outcomes are achieved within designated timeframes.
7
Benefits of facilitation
• Increased engagement of participants • More focused and productive meetings • Clarity on areas of agreement and
disagreement• Conflicts managed by a neutral convener• Improved decisions • Increased buy-in and support• Enhance relationships and trust
8
Facilitator responsibilities
9
The facilitator should:•Be positive•Be clear about instructions and expectations•Recognize progress •Know when to instruct, facilitate and intervene•Sense the “mood of the group”•Encourage and value all opinions•Be objective, and non-judgmental
Attributes of a good facilitator
10
Facilitator tipsDO
• Do clarify the purpose, outcomes, & process for the meeting
• Do define what decisions will be made and who and how decisions will be made
• Do encourage full participation “Let’s hear from someone who hasn’t spoken for a while”
• Do maintain neutrality• Do ask people to expand on general
statements• Do probe for understanding & agreement• Do check-in with participants and take
breaks when people are tired• Do give warning when the time to
complete the conversation is near
DON’T• Don’t assume people know why they
are meeting and what they need to accomplish
• Don’t let one or a few people dominate the discussion
• Don’t favor the “best” thinkers• Don’t offer your opinions or engage in
the discussion• Don’t interrupt• Don’t rush or pressure the group
Silence usually means people are thinking – be patient
• Don’t say, “Ooh, good one!” or “Hey, you don’t want me to write that down, do you?”
11
Kaizen Event
12
• A 1-5 day facilitated, rapid improvement project that engages the creativity of a team to remove waste from a process and enhance customer value.
•
Lean Methodology
13
Following the Lean methodology ensures knowledge creation and continuous improvement
Challenge the status quo
Validate assumptions
Kaizen Event - Plan Phase
14
Plan
1. Select the project (define the business issue/case)
2. Define project scope and goals (Project Charter)
3. Identify and prepare the team
4. Schedule kickoff/pre-work and event meetings and venues
5. Collect information and data and hold kickoff/pre-work meetings
Communicate! Communicate! Communicate!
Project Selection Criteria
Alignment Strategic importance - project links to strategic priorities and goals and will position
the organization for future success
Impact
Project will benefit a large number of stakeholders/customers Process involves a lot of internal resources to administer Process is important and has high visibility to stakeholders/customers
Need Public perception/pressure regarding the need for improvement Process is not working well (customer complaints, rework, defects, unhappy staff) It is a core business process that affects many other processes.
Ability Staff have the time and resources (equipment, materials, training, facilitation
support) to participate in the project and implement changes Data is available to understand the current situation and track performance
Willingness Manager is committed to making needed changes Employees are willing to serve on a project team and implement project changes Employees are dissatisfied with the current state (i.e., pain level is high)
15
• Clear start and end points (can be described as a process)
• Easily identifiable internal and external customers
• Improvement can be measured• Start with quick wins before tackling larger
projects• Determine the appropriate project method
and set of tools for achieving desired results
Project Selection Tips
16
17
Improvement Project Types
Defining Project Type
18
• Define what is IN scope– What is the first step of the process?– What is the last step?
• Define what is OUT of scope
Scope the Project
19
• How big is too big? (rule of thumb; if there are 10 or more functions, reduce the scope)
• Adjust the scope if you do not have the current state process documented by mid-morning of Day 2
• Use a SIPOC diagram
20
Project Scoping Tips
Supplier Inputs Process Outputs Customer
Set Goals & Complete a Project Charter
21
22
Project Charter
Team Roles:•Sponsor•Team leader •Facilitator•Team members
Define and Prepare the Team
23
Commitment is needed from everyone!
1. Create or ratify project scope and goals 2. Select the team leader, facilitator, and team
members (often with team leader)3. Invite team members and communicate project
to key stakeholders – transparency is key!4. Kickoff the event with words of support5. Stay involved with the team and attend check-in
meetings at the end of each day6. Attend final presentation and recognize team7. Ensure improvements are implemented and
sustained
Sponsor Responsibilities
24
1. Assist on scope, goals, and defining team members
2. Gather process information and data3. Schedule kickoff and event meetings and
venues4. Help the facilitator with team member
involvement5. Lead check-in meetings6. Coordinate implementation of action plan7. Trouble shoot and bring issues to sponsor’s
attention8. Monitor progress and performance9. Ensure standard work is followed and
sustained and results achieved
Team Leader Responsibilities
25
1. Help the sponsor and team leader define and prepare for the kaizen event
2. Facilitate the event3. Train on Lean principles and tools4. Work with the team to provide deliverables5. Support implementation and sustainment
Facilitator Responsibilities
26
• Work with a potential sponsor to find a ‘good’ project
• Help the sponsor determine who the team leader should be
• Help the sponsor and team leader establish appropriate goals for the event
• Help the sponsor and team leader identify team members
• Arrange for project supplies and materials
Facilitator Planning Tasks
27
Arrange for Supplies and Materials
28
Item Price
Paper Bond, 36” X 150 ft. (white butcher block paper for swim lane map) $15.00
Mailing Tape (2 inch width) or 1” magic tape $2.50
Magic (blue) Tape or masking tape (1 inch width) $2.00
Fat Tipped Colored Markers (e.g., Mr. Sketch – 12 set) $6.70
Black Sharpie Fine Point Markers (6 markers) $4.00
Light yellow Post-it notes (3”x3” – 14 note pads) $14.40
Colored Value Pack Post-it notes (4 bright color not pack pads) $18.50
Easel Pad Poster Paper (post-it style 25”x30” – 40 sheet flip chart pad) $17.00
Scissors
Laptop and projector with necessary chords – may need portable speakers, DVDs and DVD player, camera
Name tents, paper, handouts, PowerPoint agenda, training, report out
Train team members on:•Lean principles and tools (7 wastes, 5S, Kaizen, standard work, 5 Whys)•How to process map•Brainstorming rules and process•Affinity Diagram (organizes ideas)•Future/creative thinking (brain gym, Power of Future Conversation video, Embracing Change)•Prioritizing ideas (Criteria Decision Matrix)
Facilitator Training Tasks
29
• Develop a communication plan with the sponsor and team leader
• Prepare project messages (e.g., project announcement, project invitation, team preparation, report out invitation)
• Manage the schedule, participation, and progress each day
• Capture and record decisions, and prepare the report out document with the team
• Attend check-in meetings to ensure good communication between the team and sponsor
Facilitator Communication Tasks
30
Team typically consists of: •Process participants – Include information suppliers, and end of process customers if possible•Technical support – IT, facilities, Internal control•1 outside set of eyes – Not essential but good idea if team size allows
Selecting Team members
31
• Knowledge and expertise on the current process (may also want a person from outside of the process to provide a fresh perspective)
• Use data to understand and solve problems• Ability and willingness to participate – are
they open to change or a CAVE dweller?• Create and abide by team ground rules• Develop project deliverables (future state
process, action plan, report out presentation)• Implement action plan and sustain
improvements
Team Member Responsibilities
32
• Reserve rooms and peoples schedules 4-6 weeks prior to the event (including Kick-off meeting)
• Event venue criteria:– Isolated - quiet for work and not disturbing others– Lots of available wall space – Technology for training – Provides access to process materials and resources
Schedule Meetings
33
Team leader collects process data: •Volumes (# processed per month, year)•Current metrics relevant to the process (time, first pass yield, rework, customer satisfaction)•Forms/databases used in the process•Defects – External, re-work•Customer needs and requirements (CTQ)
Collect Information and Data
34
Purpose: Get everyone on the same page •Sponsor Kickoff (business issue and anticipated customer and staff benefits)•Review project charter & roles and responsibilities – including time commitment•Answer team members’ questions•Sign Project Commitment•Provide Lean overview training
Hold Kickoff Meeting (1-2 hours)
35
• Identify key audiences for the project and what they may need or want to know and how best to deliver the information– E.g.: Let leaders and staff know that
you are engaging a team to recommend changes to improving the process; share the process goal and timeline; who is involved, and who they may contact with questions, concerns and advice.
Communication is Key!
36
Communicate before, during and after the event
Audience Message Purpose and
Content
Delivery Format
Sender Date
37
Establish a Communication Plan
• Use a project charter and sign a project commitment• Do not use a kaizen event to address employee
performance issues• Include someone from outside the process on the team• Clarify team member time commitment before, during
& after• Educate/coach sponsors to manage their expectations • Solicit input from staff and stakeholders upfront• Provide an avenue to report concerns, questions, and
improvement ideas before, during and after the project• Publicize the project – it shouldn’t be a secret!• Conduct sponsor check-ins (answer ?s, avoid zingers!) 38
Advice - Plan Phase
Please circle the appropriate response that follows each question (10 questions per Round and 4 Rounds = 40 total questions), where•T = statement is true•F = statement is false•? = story does not contain sufficient data/information to respond true or false
Exercise Conditions:•Individually complete the assignment•Stand up when you are facilitating•Maintain neutrality•Everyone facilitates
White Albatross exercise
39
1. Which was higher, the individual score or the team score?
2. What is the value of team deliberation?3. What was it like to facilitate?4. How would you rate your neutrality?5. How can you improve your facilitation skills?
White Albatross reflection
40
White Albatross
41
Plus / Delta
Plus Delta
•What did you like?
• What didn’t work for you (was difficult, unclear, etc.)?
• What changes should we make for the future?
42
Kaizen Facilitator Training
Day 2
43
Kaizen Event – Do Phase
44
Do
6. Map and characterize current process
7. Identify process strengths and “wastes”
8. Brainstorm, evaluate and select solutions
9. Map and characterize future process
10. Define performance measures
11. Prepare an action plan, include “quick wins”
12. Prepare, rehearse and deliver report out presentation – Celebrate!
13. Implement action plan
Every Kaizen event is different. It follows a well-established script, but the flow, and outcomes are always different. Facilitators need to be flexible but consistent.
Hold the Kaizen event
45
Agenda – Day 1
• Welcome (ice breaker)• Set team norms• Lean overview training (if not provided at Kickoff
meeting)• Prepare a SIPOC diagram (larger projects)• Identify customer requirements• Training on how to process map• Map current state process• Debrief (Plus / Delta)• Sponsor Check-in meeting
Theme: learning & discovery
Customer /Stakeholder Group
Needs and Preferences
47
Customer Requirements
• List end-user customers first• You may need to segment end-user customers• Define needs using data, surveys, interviews, focus
groups, observation • Ideally, collect customer requirements in advance
Process Mapping
Reasons, formats and steps for documenting work processes
What is a Process?
• Process = a series of steps/tasks to achieve a result.
Benefits of Documented Processes
• Staff and customer clarity on the content, timing, sequence, and outcome of each process step (i.e., standard work)
• Staff clarity on who is responsible for each step and how long it should take to complete each step
• Standard work makes it easy to deliver consistent services/products to customers
• Ability to measure progress and performance• Easier to onboard/train new employees• Easier to improve service quality and efficiency!
50
Process Mapping FormatsProcess documentation table
– Good for capturing tasks, decisions, and process issues prior to a process mapping session and good for documenting standard work
Spaghetti map – Good for showing physical movement of people and materials
Flow chart – Good for showing tasks and decision loops
Value stream map– Good for showing where “value” is created, highlighting
improvement opportunities, and is linearSwim lane map
– Combination of a flow chart and value stream map - good for showing who performs which tasks and when
51
Process Documentation Table
Task / Decision Who When Task Time Form Observation / Comment
1. Get mail
2. Sort mail
3. Open bills
4. Is bill complete and accurate?
5. If “yes”, send payment
6. If “no”, call company to resolve
52
Flow Chart
Get Mail
Sort
Open Bills Correct?
Write Check& Due Date on
Envelope
Put in Envelope& Attach Stamp
Wait forDue Date -5
Call CompanyTo Resolve
Yes
No
Resolved?
YesNo Stop
53
Spaghetti Map
Desk
Table
Desk
Desk
Desk
Desk
TableDesk
Table
Desk Desk
Table Table Staging Area
6, 7, 8, 96, 7, 8, 9
Desk
6, 7, 8, 96, 7, 8, 9
6, 7, 8, 96, 7, 8, 9
DeskDesk
Table
Table
Start
Table Table
1
12
4c
4a3
2
11 10
cart
4b
54
Value Stream Map (VSM)
Task/Touch Time:
Wait/Delay Time:
Lead Time:
<Process Step>
% CA:
55
% CA: Percent complete and accurate is a metric of the work that is error free (i.e., complete and correct the first time through and never returns again) relative to total work in that process step (AKA First Pass Yield).
Time
Task/Touch Time:
Wait/Delay Time:
Lead Time:
<Process Step>
% CA:
Task/Touch Time:
Wait/Delay Time:
Lead Time:
<Process Step>
% CA:
Task/Touch Time:
Wait/Delay Time:
Lead Time:
<Process Step>
% CA:
Swim Lane Map
Accounting
Customer
Order Entry
Sales
Supplier
Shipping
Customer Service
Customer Calls in order.
Customer Service sends e-mail to Sales
Sales person is assigned to order and delivers paper copy of order to Order Entry
Order is now entered into the company’s data base.
An electronic order is sent to the supplier.
56
Swim Lane Map Key
Task
(Time)Decision?
Wait
(Time)
Handoff
Storage Location
• Every time you change lanes, there’s a handoff • With every handoff, there is almost always a wait• Putting information into storage requires a task and
file/store denoting the storage location• Subsequent tasks appear to the right of the prior task,
unless the task occurs simultaneously (e.g., meeting attended by multiple people).
• After you have finished mapping assign average times, or use worst and best case scenarios for each wait and each task.
• 90:10 Rule - When mapping, consider what happens the majority of the time. Don’t focus on the exceptions.
• Identify value added steps
Mapping Tips
Process Documentation Questions
1. What is the purpose of the process
2. Who is/are the end-user customer(s) for the process and what are/is their needs or requirements
3. What is the first step What is the next step, etc.
4. Do you use any physical or electronic forms for the step
5. On average, how long does it take to complete the step
6. What percent of information is complete and correct
7. Where does the information go from here
59
Walk the Process
From the beginning…. …To the end
60
Passing transactional tasks to another department of person
Handoff
61
First Pass Yield (FPY): Percent of times that the information is accurate and complete
Missing or incomplete information
62
A requested option was not included on the order form
• For someone to make a decision, do a task, etc.
• Assign the wait to the swim lane that is responsible for the wait
Waiting
63
Reviewing employees’ work
Inspection
64
Duplication
Multiple copies or locations for physical or electronic forms
Order Entry
Shipping Department
Sales
65
System Requirements = No Value
• Entering information for the sole purpose of making the business system work.
66
Characterize the process
1. What forms, tools, or systems does each step use?
2. How long does each task and wait take?
3. How many steps, waits, storage, handoffs, and decisions are there?
67
Current State
Qty. Time
Tasks
Waits
Handoffs
File/Store
Decisions
Totals
% Change = (Current hours – Future hours)/Current hours) x 100
• [ ] % reduction in lead time • [ ] % reduction in task time
Process Data
68
It took….44 Process steps
5 People involved8 Waits
1897’ of travel2-4 weeks to complete (lead / elapsed /
cycle time)69
Process Characterization
Create Current State Map
Page 70
Agenda – Day 2
• Review agenda, team norms, and check-in report• Complete current state map • Assign task and wait time; characterize process• Identify strengths and wastes (OFIs)• Provide training on the “ideal” process• Brainstorm ideas to improve the process• Debrief (Plus / Delta)• Sponsor check-in meeting
Theme: analysis & brainstorming
Current State
Qty. Time
Tasks
Waits
Handoffs
File/Store
Decisions
Totals
% Change = (Current hours – Future hours)/Current hours) x 100
• [ ] % reduction in lead time • [ ] % reduction in task time
Document Process Data
72
Document Process Observations
Strengths• Where does the
process work well? • What are value-added
steps?
Weaknesses (OFI)• Where are the 7 wastes?1. Overproduction2. Waiting3. Transportation4. Extra processing5. Inventory6. Motion7. Defects* Underused creativity!
73
74
Creating our Future State
• Is completed entirely by one person • Is completed one at a time (no batching)• Is completed as soon as the request is made• Is completed without interruption• Is completed with the information provided• Is completed correctly• It never returns
The Ideal Process
75
Poor Information •Missing information
•Inaccurate information
•Assumptions
Barriers to the Ideal Process
Poor Information Flow• Hand-offs• Waiting• Poor sequence• Confusion on flow• Linear processing• Organizational structure• Information/Knowledge
silos76
• Can be the result of long lead times, and usually the cause of longer lead times (Catch 22)
• Require all information from the customer before the job launches (don’t enable bad behavior)
• Put in hard stops that don’t allow partial information (online hotel reservations)
Eliminate Missing Information
77
• Use menus where a small number of choices exist• Only collect the information you need• Clearly define the information you need • Create a review process with the customer
before the job launches• Create and report on measurements for
information accuracy
Eliminate Inaccurate Information
78
• Assumptions are usually the result of incomplete information, or information that does not arrive when it should
• Assumptions will usually add defects to the process
• Reduce the need for assumptions by getting the right information at the right time
Validate Assumptions
79
• Reduce handoffs, which will reduce waits• Ask and challenge responses to “Can fewer
people perform more steps in process?”• Give permission for people to take on more
process steps.• Provide training to help people take on new
responsibilities.
Eliminate Poor Information Flow
80
• Make sure clear, accurate information is gathered at the earliest possible step of the process
• Identify parts of the process that can be done at the same time (concurrent)?
• Document standard work and note exceptions to the typical process.
Eliminate Poor Information Flow
81
• Structure/silos – do they know what I need….do I know what they need?
• Is control affecting the process. This is mine, you can’t have it?
• Is trust (you can’t be trusted to do this job correctly) an issue?
• Takt time
Eliminate Poor Information Flow
82
• The average rate at which the customer requires the product or service (i.e. #/day or #/hour)
• Example: The finance unit receives 30 invoices to pay each day
Takt time
83
• 7.5 work hours per day (450 minutes)• 30 invoices must be processed daily to avoid a
backlog (WIP)• To meet Takt time, 1 invoice must be
completed every 15 minutes (450/30)• In a single, linear process no step can take
longer than 15 minutes
Takt time example
84
Average staff invoice processing time
Takt time=15 minutes
What does the chart tell you?85
Tracking Work-in-Process (WIP)
86WIP = Backlog
Days to process backlog
87
• Use a video or group exercise to help the team prepare for thinking in the future - BHAGs
• Advise them to think of No or Low cost ideas– Embracing Change video and reflection
Preparing for Future State
88
Improvement Strategies
89
Handoffs and batching are common barriers to process flow
Brainstorming Guidelines
1. Defer judgment 2. Strive for quantity 3. Seek unusual and
wild ideas4. Combine and build
on ideas
Brainstorming Steps
• Record as many practical and wild ideas as possible that will remove wastes and move the process towards the “ideal”.
• Meet with one/two team members to come up with an unduplicated ideas list.
• Select 2 ideas that are most different or unique – ideas are recorded by facilitator.
• Select next 2 ideas that have not been stated – until all ideas have been recorded
Number each idea for easy reference when prioritizing
Affinity Diagram
Organizes LARGE GROUPS LARGE GROUPS of information
Into MEANINGFULMEANINGFUL categoriescategories
92
Agenda – Day 3
• Review agenda, team norms, and check-in report• Evaluate and select improvements• Take Team photo• Map the future state process• Assign task and wait time; characterize process• Identify performance measures• Prepare an Action Plan• Debrief (Plus / Delta)• Sponsor check-in meeting
Theme: change
Prioritize Ideas
#
# #
##
####
##
Top Recommendations
(high impact + low difficulty)
Resource Intensive
(high impact + high difficulty)
Bad Ideas
(low impact + high difficulty)
Low Hanging Fruit
(low impact + low difficulty)
94
#
##
Quick Win
Quick Win
Impact and Difficulty Matrix for prioritizing ideas
• As facilitator try to insure every task is value-added. Challenge the ‘this is what we do now’, with, “how do we want to do it”
• Make sure sequence contributes to getting good information as early in the process as possible
• Establish wait time based on what is reasonable, but aggressive and consistent
Future State Mapping Tips
95
Future State Map
Page 96
Calculate Expected Improvement
Current State Future StateQuantity Time Quantity Time
Tasks
Waits
Handoffs
File/Store
Decisions
Totals
% Change = (Current hours – Future hours)/Current hours) x 100
• <> % reduction in lead time • <> % reduction in task time
Page 97
Develop an Action Plan
What Who When Resources
(Status*)1.
2.
3.
4.
* GreenGreen = on schedule, YellowYellow= slightly behind schedule, Red Red = significantly behind schedule
Page 98
• Include in your action plan how and when you will monitor performance.
• Have a strategy for identifying and resolving issues, including resistance
99
Implement the Action Plan
Agenda – Day 4
• Review agenda, team norms, and check-in report• Finish up work from the prior day• If there is time:
– Identify project risks and prepare mitigation steps– Revise forms/templates– Prepare communication plan– Implement Quick Wins
• Prepare report out presentation• Rehearse report out presentation• Deliver report out presentation• Celebrate!
Theme: sustainment & sharing
• Show video
101
Report Out Presentation Example
Post Event Facilitator Actions
• Give documentation to Team Leader (e.g., process maps, poster documentation)
• Send thank you/summary message – may include project documentation (e.g., project summary, process handbook, etc.)
• Conduct 30, 60, 90-day status reports with sponsor and team leader
• Create & enforce team ground rules • Provide just-in-time training• Reduce the project scope - if you need to• Prioritize ideas based on impact & ease of
implementation ($)• Provide snacks and have fun during the event! • Make the action plan accessible and easy to change • Manage resistance• Expect and plan for challenges• Hold yourself and others accountable • Reward and recognize people for bringing up issues
103
Advice - Do Phase
• 30, 60, & 90-day status meetings with sponsor• Assess results and capture learning:
– Was the plan followed? (Yes or No) and Why?– Were desired results achieved? (Yes or No) and Why?
104
Kaizen Event - Study Phase
Study 14. Monitor performance (results achieved?)
• Hold weekly or daily action plan status meetings• The sponsor should check to see whether the
action plan is being implemented• If the team runs into resistance or roadblocks the
sponsor needs to get involved – go to the Gemba (See, Ask, Lean, Show Respect)
• Monitor the demeanor of staff – are they energized or disheartened?
• Focus action plan discussions on yellow and red status tasks
105
Advice – Study Phase
• Adopt, adapt, or abandon the approach. • Document the future process and centrally store
process maps – transfer process sustainment to process owner
• Include in the action plan how and when you will review the process.
• At least annually revisit the process to assess opportunities for improvement (OFIs).
106
Kaizen Event – Act Phase
Act 15. Adjust actions and sustain improvement
Document Standard Work
PROCESS PROFILE
Title: Date:
Department/Office: Owner:
Process Purpose/ Description:
Ideal Process / Desired Future State
Scope: (first and last step in process)
References: (applicable federal, state and district requirements/policies/procedures)
Customers: (from SIPOC Diagram)• Customer Requirements
Suppliers: (from SIPOC Diagram)•Supplier Requirements
Tool/Equipment Requirements Templates and Forms (inputs & outputs)
Process Map/Steps Roles and Responsibilities (RACI Diagram)
Glossary Training
Performance Measures: (2-3 success indicators)
107
• Sustaining improvement is often the most difficult part – make sure people do not slip back to the “old way of doing things”
• When results are not sustained:– Performance potential is not realized– Momentum is lost– Credibility diminished– Cynicism and frustration increases– Status quo prevails
• Expect to improve a process multiple times (3-5 times) to remove wastes and get closer to the “Ideal”
108
Advice – Act Phase
Kaizen Event Recap
109
Plan
1. Select the project (define the business issue/case)
2. Define project scope and goals (Project Charter)
3. Identify and prepare the team
4. Schedule kickoff/pre-work and event meetings and venues
5. Collect information and data and hold kickoff/pre-work meetings
Do
6. Map and characterize current state process
7. Identify process strengths and weaknesses (wastes)
8. Brainstorm, evaluate and select solutions
9. Map and characterize future state process
10. Define performance measures
11. Prepare an action plan, including “quick win” solutions
12. Prepare, rehearse and deliver report out presentation – Celebrate!
13. Implement action plan
Study 14. Monitor performance (were goals/desired result achieved?)
Act 15. Adjust actions as needed and sustain improvement
1. Visible and engaged management that communicates a clear business case and anticipated project impacts to staff who may be impacted by the project
2. Skilled event team leader and facilitator3. Clear, reasonable plan and schedule for the project4. Sponsor, team leader and team member commitment to improvement
and holding themselves and others responsible for follow through on assignments
5. Clear roles and responsibilities before, during and after the project6. Information/data is collected to understand the current situation and
inform decisions (may require pre-work before event) 7. Standard work is developed and disseminated (training provided if
needed)8. Supervisor holds team members responsible for complying with
standard work and manages resistance 9. Results are measured and evaluated10. Team leader and sponsor timely respond to problems and issues
110
Project Success Conditions
• Swim Lane video• Mapping exercise• Team and group debrief
Mapping Exercise
111
• As new facilitators, co-facilitate with some one more experienced
• Don’t give up • Have fun, if you’re not having fun the team
isn’t having fun• Questions?
Parting Advice
112
Checklists, training PowerPoints, and other materials can be found on “Resources” tab at http://mn.gov/lean
Kaizen Resources
113
Plus / Delta
Plus Delta
•What did you like?
• What didn’t work for you (was difficult, unclear, etc.)?
• What changes should we make for the future?
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Stay Connected!
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• Minnesota Office of Continuous Improvement‒ Dept. of Administration, State of Minnesota‒ MN.gov/Lean | [email protected]
• Mary Jo Caldwell |CI Director ‒ Office: 651.201.2560 | [email protected]
• Cristine Leavitt | Lean Expert‒ Office: 651.201.2567 | [email protected]
• CI Users Group (MN.gov/Lean)