Yellow Belt TrainingYellow Belt Training10 Step Kaizen Process10 Step Kaizen Process

Yellow Belt TrainingYellow Belt Training10 Step Kaizen Process10 Step Kaizen Process

This product was funded by a grant awarded under the President’s High Growth Job Training Initiative as implemented by the U.S. Department of Labor’s Employment & Training Administration.  The information contained in this product was created by a grantee organization and does not necessarily reflect the official position of the U.S. Department of Labor. All references to non-governmental companies or organizations, their services, products, or resources are offered for informational purposes and should not be construed as an endorsement by the Department of Labor. This product is copyrighted by the institution that created it and is intended for individual organizational, non-commercial use only.

This product was funded by a grant awarded under the President’s High Growth Job Training Initiative as implemented by the U.S. Department of Labor’s Employment & Training Administration.  The information contained in this product was created by a grantee organization and does not necessarily reflect the official position of the U.S. Department of Labor. All references to non-governmental companies or organizations, their services, products, or resources are offered for informational purposes and should not be construed as an endorsement by the Department of Labor. This product is copyrighted by the institution that created it and is intended for individual organizational, non-commercial use only.

Step Six: Develop Kaizen PlanStep Six: Develop Kaizen PlanGo to Go to “red light thinking”“red light thinking” – pick – pick

ideas to implementideas to implement From “try storming”, choose ideas From “try storming”, choose ideas

to be duplicated, modify others & to be duplicated, modify others & eliminate the resteliminate the rest

Document the wastes to be Document the wastes to be eliminatedeliminated

Identify required resourcesIdentify required resources Establish implementation Establish implementation

responsibilities, due dates/timeresponsibilities, due dates/time Inform impacted team members’ Inform impacted team members’

management and get buy-inmanagement and get buy-in

ReferencesReferencesGemba KaizenGemba Kaizen

• by Masaaki Imaiby Masaaki Imai

The Idea Generator The Idea Generator (Quick & (Quick & Easy Kaizen)Easy Kaizen)• by Norman Bodek & Bunji Tozawaby Norman Bodek & Bunji Tozawa

Kaizen DefinitionsKaizen Definitions

Change + ImproveChange + Improve Take Apart & Make BetterTake Apart & Make Better Continuous ImprovementContinuous Improvement

Continuous ImprovementContinuous Improvement

Change your

way of working

Qui

ck

Sim

ple

Easy KAIZEN

Change your

point of view

Change your

way of thinking

Kaizen Shifts the Responsibility to You! Kaizen Shifts the Responsibility to You!

Present an idea to your supervisorPresent an idea to your supervisor Keep the supervisor informed of your Keep the supervisor informed of your

daily progressdaily progress Write up the idea to share with your Write up the idea to share with your

co-workersco-workers Report back on your success or Report back on your success or

needs for additional assistanceneeds for additional assistance

You Don’t Ask – You Don’t GetYou Don’t Ask – You Don’t Get

Quick and Easy Kaizen…Quick and Easy Kaizen… Is an improvement system that includes ALL Is an improvement system that includes ALL

EMPLOYEESEMPLOYEES Shifts the responsibility for improvement to Shifts the responsibility for improvement to

the workerthe worker Focuses on small changes that can be Focuses on small changes that can be

applied immediatelyapplied immediately Requires each person to write down and Requires each person to write down and

implement his/her own ideasimplement his/her own ideas Begins with you!Begins with you!

Shortcut by Changing MethodsShortcut by Changing Methods

““First, have a definite, clear practical First, have a definite, clear practical ideal; a goal, an objective. Second, ideal; a goal, an objective. Second, have the necessary means to have the necessary means to achieve your ends; wisdom, money, achieve your ends; wisdom, money, materials and methods. Third, adjust materials and methods. Third, adjust all your means to that end.”all your means to that end.”

AristotleAristotle

Ask your employees to [f]Find a new way to do things more

quickly, or skip doing unnecessary things.

That is Kaizen activity.

The iron bar is a method The iron bar is a method

to reduce inventoryto reduce inventory

Before After

Kaizen means:

I. Selecting a better way to do things

II. Don’t stick to just one way or the old way

III. Think, study, and devise new ways to do things.

Kaizen is Quickly, Simply, Kaizen is Quickly, Simply, Easily, Persistently, Easily, Persistently,

Tenaciously, and Tenaciously, and Continuously Sustained Continuously Sustained

and Repeatedand Repeated

Kaizen is continuous trial and Kaizen is continuous trial and error, within the scope of your error, within the scope of your

own job.own job.

Review Your JobReview Your Job

Why do I need to do this?Why do I need to do this? Why do I need to do this thing to that Why do I need to do this thing to that

extent?extent? Are there any other ways to do this Are there any other ways to do this

job?job? What about other companies, how do What about other companies, how do

they do what I am doing here?they do what I am doing here?

Overcoming LimitationsOvercoming LimitationsLimitationsLimitations

BudgetBudget Time Time ManpowerManpower EquipmentEquipment FacilitiesFacilities Human FactorsHuman Factors Organizational Organizational

ConstraintsConstraints

ActionsActions If we don’t have a large If we don’t have a large

enough budget, we enough budget, we come up with ideas come up with ideas within our limited within our limited budget.budget.

If we only have three If we only have three people to do the job, people to do the job, come up with a method come up with a method to do the job with three to do the job with three people.people.

That is Kaizen.That is Kaizen.

We Can’t Do That SyndromeWe Can’t Do That Syndrome We produce such a variety of productsWe produce such a variety of products Our products are custom; we can’t Our products are custom; we can’t

standardize standardize The change is too rapidThe change is too rapid We are not in a mass production We are not in a mass production

situationsituation Our people are too busyOur people are too busy

Share Ideas & Success FreelyShare Ideas & Success Freely

How can you write down and share How can you write down and share improvements quickly?improvements quickly?

How can you implement How can you implement improvement quickly?improvement quickly?

How can you bring improvement How can you bring improvement ideas to the surface continuously?ideas to the surface continuously?

3 Rules to Implementing Kaizen3 Rules to Implementing Kaizen

StopStop doing unnecessary things. doing unnecessary things. ReduceReduce. If you can’t stop, reduce . If you can’t stop, reduce

them somehow. them somehow. ChangeChange. Try another way. . Try another way.

3 Reasons to have a 3 Reasons to have a Quick and Easy Kaizen system:Quick and Easy Kaizen system: A conscious effort.A conscious effort. To have improvement activities To have improvement activities

continue.continue. Improvement becomes an Improvement becomes an

organization-wide effort involving organization-wide effort involving all employees.all employees.

In Kaizen, you don’t have to be perfectIn Kaizen, you don’t have to be perfect

Kaizen strives to get immediate results Kaizen strives to get immediate results

By making a small difference By making a small difference

By taking a small stepBy taking a small step

Improvement Are Done:Improvement Are Done:

ConsciouslyConsciously ContinuouslyContinuously Involve Involve ALLALL Employees Employees

Kaizen is:Kaizen is:

OrdinaryOrdinaryCommonCommonObviousObvious

Start with “better,” while striving for Start with “better,” while striving for the best. By changing this way, the best. By changing this way, you can do it right now when the you can do it right now when the best is something you cannot do best is something you cannot do right now; it is too much. Start right now; it is too much. Start with what you can do and go as with what you can do and go as far as you can.far as you can.

3 Elements of Successful Kaizen3 Elements of Successful Kaizen

Surface – write it down.Surface – write it down. Implement – you do it.Implement – you do it. Share – post it, review it, and talk Share – post it, review it, and talk

about it.about it.

Share it, post it, review it and talk Share it, post it, review it and talk about it.about it.

Kaizen is For You!Kaizen is For You! Don’t stick to one way of doing the Don’t stick to one way of doing the

work.work. With Kaizen you can change yourself With Kaizen you can change yourself

and you can change your workplace.and you can change your workplace. Kaizen should be done to benefit Kaizen should be done to benefit

you.you. The person who gains the most from The person who gains the most from

the Kaizen is the person who did the the Kaizen is the person who did the Kaizen.Kaizen.

Improvement by VisualizationImprovement by Visualization

Displaying, indication, and signsDisplaying, indication, and signs Emphasizing, color, size, graphsEmphasizing, color, size, graphs Making a graph so that you can Making a graph so that you can

see the changes in visualization see the changes in visualization or comparisonor comparison

Kaizen TargetsKaizen Targets

Customer service – can be improvedCustomer service – can be improved Quality – can be improvedQuality – can be improved Costs – can be loweredCosts – can be lowered Schedule – improve delivery and Schedule – improve delivery and

production timeproduction time Cycle time, set up time – can be Cycle time, set up time – can be

reducedreduced Inventory – reduce unnecessary stockInventory – reduce unnecessary stock Safety – reduce possible accidentsSafety – reduce possible accidents

Kaizen TargetsKaizen Targets

People – improve worker’s skills and People – improve worker’s skills and knowledgeknowledge

Equipment – improve downtime and Equipment – improve downtime and efficiencyefficiency

Environment – improve air quality, reduce Environment – improve air quality, reduce odorsodors

Visual – use colors, clean up, find things Visual – use colors, clean up, find things easier [more easily]easier [more easily]

Location or distance – reduce unnecessary Location or distance – reduce unnecessary motion or facilitate necessary interaction, etc.motion or facilitate necessary interaction, etc.

Kaizen = Change + ImproveKaizen = Change + Improve Changing your viewpoint or your positionChanging your viewpoint or your position Changing your steps or methodsChanging your steps or methods Changing the way you are combining Changing the way you are combining

thingsthings Changing materials and partsChanging materials and parts Changing in a “pinch” or in a difficult timeChanging in a “pinch” or in a difficult time Changing negative to positiveChanging negative to positive Changing the timing, etc.Changing the timing, etc.

Kaizen also means to better Kaizen also means to better communicate, to do better communicate, to do better calculations, and make better calculations, and make better explanations. That is Kaizen too.explanations. That is Kaizen too.

Kaizen MistakesKaizen Mistakes

Saying Saying but notbut not Implementing Implementing Implementing Implementing but notbut not Surfacing Surfacing Surfacing Surfacing but notbut not Sharing Sharing

Eliminate the UnfinishedEliminate the Unfinished Saying and not doing.Saying and not doing. Doing but not doing any Doing but not doing any

follow-up.follow-up. Writing without any follow-up.Writing without any follow-up. Collecting but no follow-up Collecting but no follow-up

later.later.

3 Obstacles to a Creative System3 Obstacles to a Creative System

Employees don’t have any good Employees don’t have any good improvement ideas.improvement ideas.

You don’t ask – you don’t get.You don’t ask – you don’t get. Employees are happy just to do Employees are happy just to do

their job everyday and not think their job everyday and not think about change.about change.

3 Report Items:3 Report Items:

Before: What was the problem?Before: What was the problem? After: How was it improved?After: How was it improved? Effect: What were the results?Effect: What were the results?

Now is the only moment in time overNow is the only moment in time over

which we have any control.which we have any control.

Dream it nowDream it now

Plan it nowPlan it now

Want it nowWant it now

DO IT NOW!DO IT NOW!

Kaizen is NOW!Kaizen is NOW!

Before Improvement After Improvement

Quick & Easy Kaizen

The Effect:

Date: Name:

My workplace is outside of the company and I have to travel on my motorcycle. When it rains, water drops hit my helmet and it makes it very difficult for me to see through the helmet. Since I can’t see very well, it makes it very dangerous for me to ride in the rain. But, I have to make my deliveries on time so I am always fearful of falling and hurting myself and the motorcycle.

I came up with the idea to apply rain resistant chemicals, which are sold in the auto shops, and apply that to the mask of my helmet. The chemicals can be applied easily before I go out into the rain on my motorcycle.

So, by applying that, the water drops run off of the mask and it is easy to see. It became much safer.

08-16-2000 Harry Smith

Kaizen for Kaizen for Troubleshooting & Troubleshooting & Problem SolvingProblem Solving

5 Steps to Kaizen Problem Solving5 Steps to Kaizen Problem Solving

1.) 1.) When a problem (abnormality) arises, go to When a problem (abnormality) arises, go to GembaGemba first. first.

2.) 2.) Check the Check the GembutsuGembutsu (relevant objects). (relevant objects).3.) 3.) Take Temporary Countermeasures on the Take Temporary Countermeasures on the

spot.spot.4.) 4.) Find the Root Cause.Find the Root Cause.5.) 5.) Standardize to Prevent Recurrence.Standardize to Prevent Recurrence.

Step #1 Go to Step #1 Go to Gemba Gemba FirstFirst Gemba means: “Real Place”, or Where the Gemba means: “Real Place”, or Where the

“Action” is.“Action” is.When a problem arises, go to When a problem arises, go to GembaGemba

first.first.Solve Specific Problems.Solve Specific Problems.

GembaGemba is the most important place in an is the most important place in an Company.Company.

Soichiro Honda; Founder of Honda Motor Co. Soichiro Honda; Founder of Honda Motor Co. did not have a Presidents Office…..He was did not have a Presidents Office…..He was always found somewhere in always found somewhere in GEMBA.GEMBA.

Step #2 Observe Step #2 Observe GembutsuGembutsu GEMBUTSU GEMBUTSU means means something physical something physical

or tangibleor tangible Problem Ex. - Broken-Down Machine, Problem Ex. - Broken-Down Machine,

Reject, Service Delivered Poorly, Reject, Service Delivered Poorly, Returned Goods, Complaining Returned Goods, Complaining Customer, Poor Information Customer, Poor Information Management!Management!

Observe Conditions that produced the Observe Conditions that produced the Problem.Problem.

Gather Data…..Look Closely at Materials, Gather Data…..Look Closely at Materials, Machines, Manpower, & MethodsMachines, Manpower, & Methods

Step #3 Immediate Temporary FixesStep #3 Immediate Temporary Fixes

Take Immediate Action with a Temporary Fix.Take Immediate Action with a Temporary Fix. Temporary Fixes only address symptoms, not Temporary Fixes only address symptoms, not

the root causethe root cause NeverNever stop the kaizen effort at the third stage stop the kaizen effort at the third stage

(temporary countermeasures)(temporary countermeasures) Must find the root cause, then standardize to Must find the root cause, then standardize to

prevent re-occurrenceprevent re-occurrence

Step #4 Find the Root CauseStep #4 Find the Root Cause

Many problems can be solved quite readily using the Many problems can be solved quite readily using the Gemba-Gembutsu Gemba-Gembutsu principlesprinciples

1.) “Why are you throwing sawdust on the floor?”1.) “Why are you throwing sawdust on the floor?” “ “Because the floor is slippery and unsafe.”Because the floor is slippery and unsafe.”

2.) “Why is it slippery and unsafe?”2.) “Why is it slippery and unsafe?” “ “Because there’s oil on it.”Because there’s oil on it.” 3.) “Why is there oil on it?”3.) “Why is there oil on it?” “ “Because the machine is dripping.”Because the machine is dripping.” 4.) “Why is it dripping?”4.) “Why is it dripping?” “ “Because oil is leaking from the oil coupling.”Because oil is leaking from the oil coupling.” 5.) “Why is it leaking?”5.) “Why is it leaking?”

“ “Because the rubber lining inside the coupling is worn out.”Because the rubber lining inside the coupling is worn out.”

Step #5 Standardize to Prevent RecurrenceStep #5 Standardize to Prevent Recurrence

The Last Rule is Standardization.The Last Rule is Standardization. Eliminate Root CausesEliminate Root Causes Implement Permanent SolutionImplement Permanent Solution Confirm the Effectiveness of the Confirm the Effectiveness of the

Permanent Permanent Solution. Solution. Standardize the use of the new Standardize the use of the new

Procedure.Procedure.

12 - Kaizen Target Areas – Kaizen Teams12 - Kaizen Target Areas – Kaizen Teams

Customer ServiceCustomer Service – can be improved – can be improved QualityQuality – can be improved – can be improved CostsCosts – can be lowered – can be lowered ScheduleSchedule – improve delivery and production time – improve delivery and production time Cycle Time, Set-up TimeCycle Time, Set-up Time – can be reduced – can be reduced Inventory Inventory – reduce the unnecessary stock– reduce the unnecessary stock Safety Safety – reduce possible accidents– reduce possible accidents PeoplePeople – improve worker’s skills and knowledge – improve worker’s skills and knowledge EquipmentEquipment – improve downtime and efficiency – improve downtime and efficiency EnvironmentEnvironment – improve air quality, reduce odors – improve air quality, reduce odors VisualVisual – use colors, clean up, find things easier – use colors, clean up, find things easier LocationLocation – reduce unnecessary motion or facilitate necessary – reduce unnecessary motion or facilitate necessary

interaction, etc.interaction, etc.

Kaizen Events with TeamsKaizen Events with Teams

Kaizen Session PreparationKaizen Session Preparation

Management Selects Target AreaManagement Selects Target AreaSet Time – 2 to 5 Day Kaizen EventsSet Time – 2 to 5 Day Kaizen EventsSet Scope - Project BoundariesSet Scope - Project BoundariesIdentify Basic Theme or Improvement Targets Identify Basic Theme or Improvement Targets Select Kaizen Team Members (4- 6 Cross Select Kaizen Team Members (4- 6 Cross

Functional)Functional)Objective “Eyes” assigned to Project Objective “Eyes” assigned to Project

(Typically an External Consultant)(Typically an External Consultant)Just Do IT !!Just Do IT !!

ParticipateParticipate Observe & Study the ProcessObserve & Study the Process Use Creativity (Before Capital)Use Creativity (Before Capital) Use Kaizen ToolsUse Kaizen Tools Share IdeasShare Ideas Ask QuestionsAsk Questions Experiment with Changes Experiment with Changes

Team Member’s RoleTeam Member’s Role

Kaizen – Lean Tools TrainingKaizen – Lean Tools Training Team Walk-through the Work Area & Observe and Collect Team Walk-through the Work Area & Observe and Collect

DataData Identify “WASTE” & List Opportunities for ImprovementIdentify “WASTE” & List Opportunities for Improvement Group Opportunities & Assign Tasks to Team MembersGroup Opportunities & Assign Tasks to Team Members Periodically Meet with Team Members to assess, share Periodically Meet with Team Members to assess, share

ideas, Discuss Possible Solutionsideas, Discuss Possible Solutions Experiment with Changes – “Experiment with Changes – “TRY STORM”TRY STORM” Adjust Solutions Based on FindingsAdjust Solutions Based on Findings Implement Changes & DocumentImplement Changes & Document

Kaizen Team Work PlanKaizen Team Work Plan

1.1. Go to where the action is….Gemba!Go to where the action is….Gemba!

2. Question current practices.2. Question current practices.

3. Use creativity before capital.3. Use creativity before capital.

4. Involve the workers in the process.4. Involve the workers in the process.

5. Seek the wisdom often.5. Seek the wisdom often.

6. Avoid “PENCIL” kaizening.6. Avoid “PENCIL” kaizening.

7. Gather accurate data.7. Gather accurate data.

8. “Ready, Fire, Aim” is OK.8. “Ready, Fire, Aim” is OK.

9. More than one solution OK…Long & Short Term)9. More than one solution OK…Long & Short Term)

10. Ask “Why?” 5 Times. 10. Ask “Why?” 5 Times. (Root Causes)(Root Causes)

Ten Rules for KaizenTen Rules for Kaizen