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Kaizen ProcessInsuring You Achieve Expected Results
ASQ Orange Empire Section Quality Day 2017
Ed Matthews, MBA
Certified Lean Master, CSSBB, CMQ/OE
Agenda
• Defining Kaizen
• Leadership / Roles & Responsibilities
• Charter
• Planning for Kaizen Event
• Event Execution
• Event Follow-up
Kaizen: What is it?
• Translation: Change for the good
• Types of Kaizen
• Just ‘do-it’ – quick minor changes / adjustments to a process step
• Change in method – tool, material – requires review and approval
• Major Change – requires a team and project plan
Event Leadership
• Executive Sponsor
• Value Stream Leader / Champion
• Kaizen Event Facilitator
• Team Leader
• Event Coordinator
• Stakeholders
• Workers
Event Facilitator
• Event Planner
• Project Manager
• Teacher
• Motivator
• Mediator
• Technical Skills
• Authority
• Personality
• Objectivity
Kaizen Charter
• Identify the Process the Kaizen Team will Make Improvements
• Why are the Improvements Needed?
• What is the Goal of the Improvements = measurable
• Boundaries of the Kaizen Event
• Potential Barriers / Obstacles
• Team Membership – who will be involved – cross functional
• Training for the Team – Communication of Purpose and Training
Kaizen Charter
• Accountability & Responsibility
• Event Scope
• Logistics
Workforce
Training
1
2 1
3 2
4 3
5 4
5
1 6
2 7
3 8
4 9
5 10
1
2 1
3 2
4 3
5 4
1
2
3
4 Date:Date: Date:
Signature: Signature:
Name
FacilitatorValue Stream Champion
Name
Dates
Start & End
TimesSpecific Conditions
Value Stream
Champion
FacilitatorProcess Trigger
Executive SponsorEvent Name
Team Lead
Kaizen Event CharterEvent Scope Leadership Schedule
Location
Value Stream
Event Drivers / Current State Issues Team Members
Team
Presentation
Event Boundaries
& LimitationsEvent Coordinator
Function
Interim
BriefingsLast Step
First Step
Event Goals and Objectives
Function
Potential Deliverables On-Call Support
Possible Obstacles Approvals
Signature:
Executive Sponsor
License Agreement
Kaizen Event Planning
• Requires detailed planning with sufficient notice
• Planning typically begins 4 weeks prior to the event
• Participants are required to make this their priority during the event
• Ensure all required support, approvals, equipment, materials, and information isavailable
• Establish roles and responsibilities
• Someone has to own the planning process
• Establish a checklist
ActivityDue
DateOwner Comments
1 If Event will involve 5S activities, select and reserve "sort" dispositioning area.
2 Determine Event budget (supplies, food, resources, etc.).
3Identify supplies and equipment needed. If event will include 5S activities, include
cleaning and organization supplies.
4 Distribute initial draft of Kaizen Event charter.
5
Send meeting notices to team members, on-call resources, leadership, prospective
trainees, etc. re: event, interim briefing(s), final presentation and workforce training.
RSVP required. Include draft of Kaizen Charter. Copy direct supervisors.
6 Create initial draft of Kaizen Event charter.
7
8
9
10
Planning ChecklistEvent Name
Event Start Date
Executive
Sponsor
Value Stream
Champion
4 Weeks Prior
Facilitator Coordinator
Kaizen Event
11 Finalize Kaizen Event charter and gain approval.
12 Distribute approved Kaizen Event charter.
13
Review Event scope and objectives with facilitator to determine the current state data
and metrics that need to be collected (e.g. volumes, performance metrics, service
levels, survey results, etc.), and assign accountability.
14
Identify potential functions / individuals that may need to receive training on the
improvement process be trained during Kaizen Event and send notification email to
them.
15 Prepare training materials for the event (including lean overview and relevant tools).
16Identify potential on-call resources (people and/or supplies) and time commitment
required of those resources.
17Send communication to area staff, as well as "involved" internal customers & suppliers,
advising of upcoming Kaizen Event.
18Post Kaizen Event charter. Solicit improvement ideas from stakeholders (include
upstream and downstream workers, too).
19 Follow-up with people who haven't RSVP'd re: their participation.
20 Schedule senior leadership representation for event kick-off.
21
22
23
24
3 Weeks Prior
2 Weeks Prior
25Facilitator walks the process & discusses opportunities for improvement with area management to obtain
process orientation.
26If significant changes in staffing requirements are anticipated, executive sponsor discusses redeployment
options with HR.
27
Obtain samples of current state policies, standard work documents, forms, reports, etc. Gather relevant
reference materials (e.g. existing policies, regulations, floor plans, process data, flow charts, etc.). Make
copies for team as needed.
28 Make arrangements for food and housekeeping, as needed.
29 Arrange for appreciation gifts for participants.
30Establish email distribution list for including kaizen team members, facilitators, on-call support, and value
stream champions.
31
32
33
34
35Provide Lean Basics and Kaizen Event Overview training to kaizen team members and
workers in areas that will be affected by improvements.
36Review ideas submitted by stakeholders and data gathered. Clarify suggestions and
data, if necessary.
37 Consider using (and identify) an "ice breaker" to kickoff event.
38
Confirm participation of all team members (100% commitment; relieved of normal
duties; backup assigned). Send reminders to team members, supervisors, and senior
leadership re: event schedule interim briefing(s) and final presentation.
39 Create tentative agenda for event.
40Make sure all current state data is complete and copies are available for team as
needed.
41 Create recognition certificates for distribution at the final presentation (if desired).
42Confirm room and associated logistics re: IT equipment, supplies, materials, etc. See
supplies checklist for requirements.
43Make arrangements for muffins, bagels, coffee, lunch, sodas and snacks for all Kaizen
Event days.
44 Confirm availability of all necessary supplies (see Supplies Checklist).
45
46
1 Week Prior
Scoping The Event
• Value Stream – Area of Focus
• Event Name – Easily Recognized
• Specific Conditions – Scope Narrowing
• Process Triggers – What starts the process
• First Step of Process
• Last Step of Process
• Event Boundaries and Limitations – What can and can not be changed
Scoping The Event
• Event Objectives
• Current State Understanding
• Process Complexity
• Complexity of Project Solutions
• Organizational Culture and Experience with Kaizen Events
• Lean Principles and Kaizen Event Overview
• Workforce Training
• Pilot versus Full Rollouts
Team Formation
• Minimal Leadership / Management Representation
• At least 50% of team is comprised of employees who perform the work
• Six To Eight Ideally but no more than Ten
• Cross Functional Composition
• Process Stake Holders
• Subject Mater Experts (SME’s)
• Outside Eyes
Team Formation
• Everyone is too busy to participate
• Current State that is Driving the need for the Kaizen Event
• Scope & Objective
• Why the persons involvement is vital
• What the department will gain from their involvement
• What the individual will gain from being involved
• Dates and Times
• Rules: full-time participation and no interuptions
Department
1
2
3
4
5
6
7
8
9
10
No
Involvement
or ImpactWork Group
Last Step
Subject
Matter
Experts
Process
Workers
Downstream
Customers
Upstream
Suppliers
Role in Target Process
Kaizen Event
Team Formation WorksheetEvent Name
Event Dates
Executive Sponsor
Value Stream Champion
Facilitator First Step
Essential Team Candidates
NamesFunction
4
5
1
3
2
Additional Team Candidates
Role Names
1 External Customer(s)
2 External Supplier(s) / Contractor(s)
3 Subject Matter Experts
4 Union Representatives
5 Outside Eyes
On-Call Support Candidates
Function Names
1
2
3
4
5
6
Event Logistics
• Scheduling – selecting the dates
• Start & Stop Times, break times
• Location – keep work as close to process as possible
• Ample Wall Space
• Technology Ready
• Interim Briefings
• Workforce Training
Event Logistics
• Food
• Supplies
• Team Presentation
• Supplies
• Team Recognition
Event Name
Event Dates
N/A*
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
PowerPoint kick-off material loaded on laptop and memory stick for backup
Recognition certificates
Recognition gifts for team members (i.e. gift cards, movie tickets, shirts, etc.)
Rolling tape measure or pedometer (if needed)
Printer (color preferred)
Yard stick (for metrics-based process mapping)
LCD projector
Markers, flipchart - various colors
Markers, Sharpie
Pencil sharpener (if pencils being provided)
Pencils and/or pens
Post-it notes (4" x 6" and smaller sizes) - various colors
Markers, white board
Masking tape
Name tents (if preferred)
Paper (white, 36" wide roll)
Laptop or PC for training and presentations
Flip chart pads and stands (at least 2)
Handouts for participants (kick-off info, charter, training material, etc.)
Label maker and label stock (if needed)
Kaizen team t-shirts (if being provided)
Laptops or PCs for team use - 2 to 4 based on group size each with access to MS Office, internet,
email, intranet, shared drives and internal applications
Binder clips or paper clips
Card stock in various colors (if needed)
Digital camera (with USB cable or memory card/reader)
Laminator and laminate sheets (if needed)
DVD and / or VHS player with monitor and speakers
Calculator
Kaizen EventSupplies Checklist
Facilitator
Coordinator
White board eraser
Stapler
Staff telephone directory or easy access to electronic copy
Speakerphone
Scissors
Batteries for all battery operated devices (extra sets recommended)
Description
Pre-Event Communications
• Provide Relevance of the Activity to Today’s Business needs
• Form the Strongest Kaizen Team Possible
• Legitimize the Team – They have leaderships full support
• Set the stage for the team start quickly and maintain momentum
• Assure correct people attend the key activities
• Minimize rumors and reduce anxiety
Communication Needs
How much information
When does the recipient need to know
What do you want from the reciepient
Functional Department
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Rec
eive
trai
ning
Lean
/ K
aize
n O
verv
iew
Tra
inin
g
Inte
rim B
riefin
g(s)
- R
equi
red
Atte
ndan
ce
Inte
rim B
riefin
g(s)
- In
vita
tion
Even
t ann
ounc
emen
t (w
ith c
hart
er)
to a
ffect
ed s
take
hold
ers
Kaizen Event
Communication WorksheetEvent Name
Event Dates
Executive Sponsor
Trai
ning
on
impr
oved
pro
cess
Team
Pre
sent
atio
n - R
equi
red
Atte
ndan
ce
Team
Pre
sent
atio
n - I
nvita
tion
Even
t Rep
ort (
Post
-Eve
nt)
Aud
it R
esul
ts (P
ost-E
vent
)
Coordinator
Level of Engagement Email / Meeting Notice Content
Rec
eive
not
ifica
tion
App
rove
No
invo
lvem
ent
Facilitator
Team Lead
Value Stream Champion
Prov
ide
inpu
t
Communication Type
Notification email to leadership
Phone call to Kaizen Team
members' direct supervisors
Informational email to Kaizen
Team members' direct
supervisors
Invitation and informational email
to kaizen even team and on-call
support.
Pre-event Lean / Kaizen Overview
Training notice
Interim Briefing - Required
Attendance Notice
Interim Briefing - Courtesy
Invitation
Final Presentation - Required
Attendance Notice
Final Presentation - Courtesy
Invitation
Notification to those that will be
impacted by improvements
Organization-wide event
announcement
Event Report (post-event)
Audit Results (post-event)
Recipient Names
Event Execution – Day 1
• Event Kick Off
• Leadership Kick-Off
• Facilitator Introduction
• Day 1 Agenda Review
• Team Introduction – ice breaker
• Event Charter Review
• Lean Overview
• Kaizen Event Overview
• Create Current State Process Map Value Stream Map (VSM)
• Hold Interim Briefing
Event
Execution
– Day 2
Hold Hold Interim Briefings
Create Create Future State Process Map & VSM
Select and Prioritize
Select and Prioritize Improvement Ideas
Brainstorm Brainstorm Improvement Ideas
Design Design the Future State
Provide any training
Provide any training needed
Perform Perform Team Check-in
Review Review progress
Event
Execution
– Day 3
Hold Hold Interim Briefing
Obtain Obtain Stakeholder Input
Begin Begin Testing Standard Work
Create Create Standard Work
Design Design Improvements
Event
Execution
– Day 4
Hold Hold Interim Briefing
Prepare Prepare Training Materials
Finalize Finalize Standard Work
Obtain Obtain Workforce Input/Buy-In
Continue Continue Design and Testing New Standard Work
Event
Execution
Day 5
Hold Hold Team Presentation & Celebration
Prepare Prepare Team Presentation
Document Document Event – organization requirements
Complete Complete Kaizen Report
Finalize Finalize 30 Day List
Create Create Sustainability Plan
Train Train Affected Workers – Keep in Mind Multiple Shifts
Event Name
Event Dates
N/A*
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Take team photos.
Identify who will need to be trained on new process and schedule training (held during the event).
Deliver training to those who perform or are affected by improved process.
Create and document future state / "after" conditions and calculate projected percent improvement.
Prepare agenda for following day (end of each day).
Schedule 30-day audit.
Recognize participants via certificates, shirts, gift cards, handshake from leadership, etc.
Prepare and deliver final presentation.
Document current state (before) conditions (MBPM, relevant metrics, spaghetti diagram, photos, etc.).
Summarize / analyze current state metrics.
Brainstorm session re: possible improvements.
Prioritize improvements.
Create standard work, check lists, visual aids, etc. to document the new process.
Prepare for interim briefings.
Kaizen Event
Execution Checklist
Description
Conduct Event kick-off / review Event Charter with team.
Conduct ice breaker / team introduction(s).
Deliver Lean and Kaizen Event overview training (if not delivered prior to event); review Event Charter.
Schedule weekly follow-up meetings (for first four weeks following the Event).
Create 30-Day List, assign owners and deadlines for completion.
Create Sustainability Plan.
Complete Kaizen Event Report.
Assign ownership for tasks on "Post-Event Activities" list.
Value Stream
Champion
Facilitator
Now Later Owner / Work Group
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Facilitator
Executive Sponsor
Team Lead
Improvement
Kaizen Event
Improvement Ideas
Value Stream Champion
Event Name
Event Dates
MetricUnit of
Measure
Before
Measurement
Projected
After
Measurement
Projected
Change
1 Lead Time
2 Process Time
3Rolled First
Pass Yield%
4
5
6
7
8
9
10
Event Name
Facilitator
Team Lead
Event Objectives
1
Key Improvements Implemented
Kaizen Event Report
Event Dates
Executive Sponsor
Value Stream Champion
5
3
Team Members
Before Photos, Graphs and/or Data
After Photos, Graphs and/or DataCollateral Benefits
2
Measurable Results
4
Insert Picture
Who communicates? How? To whom? Where posted?
Who communicates? Via what medium?
How is process performance going to be communicated to workers? Are
additional visuals needed? Who owns this activity?
Which value stream map(s) need to updated, who will do it and when?
Who maintains training records?
Who communicates? How? To whom?
Who is accountable? Where posted?
Who identifies relevant documentation? Who updates it? By when?
Who leads identification of training that need to be updated (ongoing and for
new employees), when will training be in place?
Post the Event Report, 30-Day List, Sustainability Plan.
Update SOPs and other ISO or regulatory documents
impacted by changes.
Communicate and post 30-day and 60-day audit
results.
Communicate audit results to stakeholders and
leadership team.
Communication / Training
Requirement
Communicate to affected parties who were not advised
during event.
Provide training for those who missed initial training.
Integrate new process into ongoing department
training.
Update Value Stream Map.
Update training records to reflect who has been
trained.
Plan
Who will deliver it and when?
Event Name
Event Dates
"Go Live" Date
Team Lead
30-Day Audit Date
"Go Live" Location
60-Day Audit Date
Kaizen Event
Sustainability PlanExecutive Sponsor
Value Stream Champion
Facilitator
Communicate process performance measurement
plan.
Name Name
Signature Signature
Date Date
Which team member(s) will observe the process? When? How will they
communicate results? Who is responsible for adjusting the process, if
needed?
Will there be rewards / recognition for sustaining improvements? What will
corrective actions be if workers are not following new process? Who will
enforce these rewards/consequences?
Who monitors process performance on an ongoing basis? Who
communicates the results? When, to whom, in what format?
Who will lead audit & when? How will results be communicated? To whom?
How will the process be adjusted, if needed? What's the plan for continuous
improvement?
Who will lead audit & when? How will results be communicated? To whom?
How will the process be adjusted, if needed? What's the plan for continuous
improvement?
Who has ultimate responsibility for how process is performing?
Which Kaizen team member(s) will observe the process? How will they
communicate results? Who is responsible for adjusting the process, if
needed?
Who is responsible for finalizing process performance metrics and by when?
Monitor process performance frequently; post results
put continuous improvement plans in place.
Process Owner
Monitoring / Measurement
Requirement
Put in place key metrics to measure process
performance; post performance.
Plan
Value Stream Champion
Define corrective actions required if new process not
being followed (rewards and consequences).
Identify process owner.
Observe process one day after event is over. Talk with
workers, assure they understand how process should
be performed; see if there are problems.
Observe process one week after event is over. Talk
with workers, assure they understand how process
should be performed; see if there are problems.
Conduct 60-day audit.
Conduct 30-day audit.
Owner Owner's Manager Due Date
4 1
3 2
4 1 4 1
3 2 3 2
4 1
3 2
4 1 4
3 2 3 2
4 1
3 2
4 1 4
3 2 3
4 1
3 2
4 1 4
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 2
4 1
3 230
29
28
26
27
25
24
23
100% Complete
Progress Key
0% Complete
25% Complete
50% Complete
75% Complete
22
21
20
19
18
17
16
Kaizen Event
30-Day ListEvent NameExecutive Sponsor
Team Lead
Action Item
1
CommentsProgress
Event DatesValue Stream Champion
Facilitator
13
12
9
10
14
15
11
6
7
8
5
4
3
2
Event Name
Event Dates
Owner
1
2
3
4
5
6
7
8
9
10
11
12
Team Recommendation
Kaizen Event
Parking Lot Issues
Issue / Discovery
Executive Sponsor
Facilitator
Team Lead
Value Stream Champion
Event Name
Event Dates
10
12
13
1
2
3
4
9
11
5
6
7
8
Kaizen Event
Team Presentation AgendaValue Stream Champion
Agenda Item
• 30-Day List
• Process being addressed
• First & last steps
• Specific conditions
• Event drivers / current state issues
• Objectives
• Boundaries & limitations
• VSM and/or MBPM review
• Relevant metrics
• Photos (if relevant)
Opening Comments
• Key improvements and accomplishments implemented during the event
• Tools used
Facilitator
Scope and Objectives
• Team introductions
• Agenda
• "Rules" for attendees
"Before" Condition
Key Improvements Implemented
"After" Condition
• New process description
• Projected results (direct and collateral)
Key Open Action Items
Sustainability Plan
Facilitator Feedback
• Greatest success; greatest challenge
• Team feedback (each individual)
Parking Lot Issues
Lessons Learned
• Potential obstacles that could prevent attaining projected performance
levels
• Define what a "parking lot" item is
Wrap-up
Presenter(s)
Question and Answer
Team Recognition
• Leadership feedback to team
Task Due Date Owner Comments
1Observe the new process the first day or shift following the event. Make real-
time adjustments, if needed.
2
Hold first of four weekly post-Event meetings with Kaizen Team to assess
progress on 30-Day List, monitor process performance, identify and resolve
new problems, and conduct lessons learned sessions.
3Send thank you's to all team members, on-call support, and others who
helped.
4 Broadcast results organization-wide (via email, newsletter, etc.)
5Post Event Report and Sustainability Plan on improvement communication
board(s) and shared drives.
6 Assess if new process is being followed.
7 Take corrective action if process is not being followed.
8If controlled procedures / processes were changed, update relevant
documentation as necessary.
9 Plan future improvement activities, if needed.
10Share "later" ideas on Ideas List with relevant leadership and continuous
improvement staff.
11 Modifiy process further if it needs additional improvement.
12
13
14 Meet with team to assess progress on 30-Day List.
15 Measure process to validate projected future state metrics.
16 Adjust process, if needed.
17Interview process workers and those affected by the improvements to assess
success and need for future improvements.
18
19
20 Meet with team to assess progress on 30-Day List.
21 Measure process to validate projected future state metrics.
22 Adjust process, if needed.
23
Determine data needs required for further current state analysis and future
state design. Assign accountability for measurement and timeframes for
delivery.
24 Prepare for 30-day audit.
25
26
27 Meet with team to assess progress on 30-Day List.
28 Conduct 30-day audit.
29 Adjust process and/or take corrective action, if needed.
30 Conduct 30-day audit briefing and post audit results.
31 Schedule 60-day audit.
32
33
34 Conduct 60-day audit.
35 Adjust process and/or take corrective action, if needed.
36 Communicate and post audit results.
37
38
3 Weeks After
4 Weeks After
60 Days After
Coordinator
1 Week After
2 Weeks After
Kaizen Event
Post-Event ActivitiesExecutive
SponsorEvent Name
Value Stream
ChampionEvent Dates
Facilitator
Event Name
Event Dates
Audit Date
Yes No Owner
1
2
3
4
5
6
7
8
9
10
11
Unit of MeasureProjected
Change
Actual
After
Measurement
%
30-Day Audit Report
Corrective Action Needed
Are workers following the process as designed in the event (or
authorized modifications made since the event)?
Criteria
Are workers pleased with the improvements? Do they feel their work
has been simplified?
Is there evidence that all workers, including those new to the area,
have been trained on the new process?
Is process performance being measured and reported as set forth in
the Sustainability Plan?
Is the area manager monitoring and supporting compliance to the
new process?
Are all aspects of the Sustainability Plan being followed?
Are consequences for not following the new process design in
place?
Have any unintended consequences (positive or negative) arisen?
Check with downstream customers.
Is anyone resisting the new process?
Performance Metrics
Metric / Activity
Being MeasuredComments
Executive Sponsor
Value Stream Champion
Lead Auditor
Before
Measurement
Lead Time
Process Time
Actual Change
(from Before
Measurement)
Projected
After
Measurement
Rolled First Pass Yield
30-Day List Status
Number of action items due by audit date
Number of action items completed
% of action items completed
Event Name
Event Dates
Audit Date
Yes No Owner
1
2
3
4
5
6
7
8
9
10
11
Unit of MeasureProjected
Change
Actual
After
Measurement
%
30-Day List Status
Number of action items due by audit date
Number of action items completed
% of action items completed
Rolled First Pass Yield
Lead Time
Process Time
Actual Change
(from Before
Measurement)
Projected
After
Measurement
Before
Measurement
Lead Auditor
Is anyone resisting the new process?
Performance Metrics
Metric / Activity
Being MeasuredComments
Executive Sponsor
Value Stream Champion
Are workers pleased with the improvements? Do they feel their work
has been simplified?
Is there evidence that all workers, including those new to the area,
have been trained on the new process?
Is process performance being measured and reported as set forth in
the Sustainability Plan?
Is the area manager monitoring and supporting compliance to the
new process?
Are all aspects of the Sustainability Plan being followed?
Are consequences for not following the new process design in
place?
Have any unintended consequences (positive or negative) arisen?
Check with downstream customers.
60-Day Audit Report
Corrective Action Needed
Are workers following the process as designed in the event (or
authorized modifications made since the event)?
Criteria
Reference:
The Kaizen Planner
By
Karen Martin
Mike Osterling
Charts Shown from Excel Spreadsheet are for viewing & discussion only
If you want to make use, purchase the book which is available on amazon
ISBN 979-1-56327-351-3
Reference:The Kaizen Planner
ByKaren MartinMike Osterling
•Charts Shown from Excel Spreadsheet are
for viewing & discussion only
•If you want to make use, purchase the
book which is available on amazon
•ISBN 979-1-56327-351-3
Thank You
Q&A