KAIZEN PROCESS 3.1.1Nick Sykes

Lean Six Sigma Black Belt01/21/13

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Company Overview

Awarded SEA’s Leadership & Culture, Leadership Excellence, Supply Chain Innovation, and Operational Excellence Awards

Hixson has been servicing the military, aerospace, and commercial aircraft industry for over 50 years.

135 Full-time Employees SEA Stage 1 Certified

(2010) Nadcap Accredited AS9100/AS9110/

ISO9001 Certified

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Hixson’s Capabilities

Anodize Chem Film Cad Plating Nickel Plating Tin Plating Chrome

Plating Copper Plating Gold Plating Silver Plating

Black Oxide Vacuum Cad Shot Peen Passivate NDT Phosphate Painting Grind More…

Communicate

Details•Create report outs•Communicate results (ref-1.1.2)

Ongoing

Assessment

Details•Monitor and assess implemented improvement initiatives•Adjust and improve process initiatives as needed

Ongoing

Kaizen Process 3.1.1Champion: Greg Gannon Process Owner: Nick Sykes Master Trainer: Jennifer Kent

Key Steps in Process:

Inputs

Details

•Strategic Goals•Continuous Improvement Management Plan•Leadership Communication Process•Value Stream Maps

Preparation

DetailsDevelop Kaizen Process Plan

•Strategic Goals•Continuous Improvement Objectives•Value Stream Maps

Annual

Planning

Details•Review collected data•Select Kaizen events•Select Champion, Process Owner, and Kaizen Leader/Team•Schedule Kaizen event•Obtain Champion approval and resources

AnnualImplemen

t

Details•Review collected data•Brainstorming•Select improvement initiatives•Implement improvement initiatives•Create standard work•Implement training

Ongoing

Outputs

Details

•Improvement Results•Report Out Presentation•Standard Work Instructions•Training

REFDOC://VSM_3.1.1_Kaizen Process_RevB.pptx/NSykes

Kaizen Selection Process Criteria for Kaizen Event

Problem is identified, but solution is unknown Small in scale with urgency needed for process

improvement

Kaizen Selection Committee Meets prior to annual Strategic Planning Meeting Representative of all areas of the company Drafts proposal for Kaizen Schedule Strategic Planning Team reviews and approves

Kaizen Events

Kaizen Team• Team Leader – Facilitates event and ensure action

items are assigned and completed• Co-leader – Training to be a future Kaizen Team Leader• Event Coordinator – Liaison with all stakeholders and

responsible for preparing final report out presentation• Process Champion – Management representative

responsible for attaining necessary resources for team• Process Owner – Process user responsible for

sustaining change• Subject Matter Experts (SME’s) – Experienced process

users• Outsider – Usually supplier and/or customer to process

Team Photo

Pre-Work• Occurs at least one week prior to kaizen event• Kaizen refresher training• Review/create value stream map• Create kaizen scope sheet• Estimate budget and

submit for pre-approval

Preparation for Kaizen• Occurs during the week prior to kaizen event• Purchase pre-identified equipment and supplies• Ensure that maintenance crew will be on call

during event• Coordinate with Production to ensure that all

kaizen team members’ job duties are covered if necessary

Day 1- Kaizen Rules• One person=one vote• There are no bad ideas• No ideas are criticized!• Keep an open mind to

change• Keep a positive

attitude• No blame for anything

• Respect each other• Ask questions• Plans must be

sustainable to be successful

• Work hard• Have fun!

Day 1 - Planning• Begin brainstorming in dedicated kaizen room• Use spaghetti diagram flowchart, document suggestions, etc.• Move to work area to discuss ideas and continue brainstorming• Rate ideas according to impact on business and difficulty to

implement

Implement Changes• Select improvement

initiatives• Assign tasks to each person• No “normal work” is allowed• Team leader assigns new

tasks and monitors progress• Organize action items list for

any outstanding items to be completed

Implement Changes

Assessment & Follow-up• Debrief team• Identify most valuable and least valuable changes• Solicit ideas to improve kaizen process• Update department dashboard to measure results• Meet at least once per week for the following

month to review results, change ineffective items, and audit process

• 30 day, 90 day, 1 year follow-up for sustainability

Goal Description Baseline Target Actual % Improvement

Reduce total walking distance for 1 job 1739 feet 370 feet 382 feet 78% reduction

Increase Value Added Time 17.26% 26.43% 26.43% 53% increase

Decrease Paint Dept. average throughput velocity

38.15 hrs (30 day avg.) <32.4 hrs 35.62 hrs 6.6% reduction

Decrease Final Inspection average throughput velocity

5.15 hrs (30 day avg.) <4.4 hrs 4.57 hrs 11.3% reduction

Decrease Shipping average throughput velocity

8 hrs (30 day avg.) <6.8 hrs 6.82 14.75% reduction

Document Results

Standard Work & Training• Update/create standard work instructions• Train all process users to follow new process

Report Out• Present kaizen event’s success to executive

leadership• Occurs approximately one month after kaizen

event• All team members participate in presentation

(not just team leader or management)• Executive leadership is not allowed to criticize

improvements• Executive leadership should ask, “what else do

you need from me to continue successfully?”

Before & After• Post before and after photos in work area

Before After

Kaizen Improvement Wall

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Thank You!Contact Information:

Nick SykesQuality/Continuous Improvement

Lean Six Sigma Black Belt(949) 645-4800 ext. 4641

Nick@hixsonmetalfinishing.com

www.hixsonmetalfinishing.com