Conducting Successful Kaizen Events - PowerPoint Presentation

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Conducting Successful Kaizen Events

Enterprise LeanCristine LeavittNovember 12, 2013Slide2

Learning Objective

Learn the steps and tips for planning and conducting a successful Kaizen event.

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2Slide3

Agenda

Page 3What is a Kaizen event?

Planning the event

Holding the event and implementing changes

Monitoring results

Sustaining standard work and ensuring continuous improvementSlide4

A 3-5 day facilitated event that engages a team to remove “waste” from a process.

What is a Kaizen Event?

7 Wastes

5S

Strategy

Leadership

Performance Measures

Training

Project Portfolio

Lean

Transformation

Standard Word

Increasing Organizational Value

KaizenSlide5

Select the project (define the business issue)

Define project scopeSet goals & complete a project charterDefine and prepare the team

Schedule meetings

Collect

information and

data

Planning Phase

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Communicate! Communicate! Communicate!Slide6

Consider the following criteria:Alignment

ImpactNeedWillingnessAbility1. Select the Project

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7Improvement Project TypesSlide8

Defining Project Type

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Clear start and end points (can be described as a process)Easily identifiable internal and external customersImprovement can be measured

Start with quick wins before tackling larger projectsProject Selection Tips

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Define what is IN scopeWhat is the first step of the process?What is the last step?

Define what is OUT of scope2. Scope the Project

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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 2Use a SIPOC diagram

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Scoping Tips

Supplier

Inputs

Process

Outputs

CustomerSlide12

Establish SMART goals

(time, defects, FPY)Set the bar high! (50% reduction in lead time)Goals should be clear, and easy to communicate

Goals

should be set by the project sponsor

Complete a

project charter

3. Set Goals & Complete a Project Charter

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A3 – Project Charter

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Team Roles:Sponsor

Team leader FacilitatorTeam members

4. Define and Prepare the Team

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Commitment is needed from everyone!Slide15

Create or ratify project scope and goals

Select the team leader, facilitator, and team members (often with team leader)Invite team members and communicate project to key stakeholders – transparency is key!Kickoff the event with words of support

Stay

involved with the

team and attend

check-in meetings at the end of each dayAttend

final

presentation and recognize team

Ensure

improvements are implemented and sustained

Sponsor Responsibilities

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Assist on scope, goals, and defining team members

Gather process information and dataSchedule kickoff and event meetings and venuesHelp the facilitator with

team

member involvement

Lead

check-in meetingsCoordinate implementation of action plan

Trouble shoot and bring issues to sponsor’s attention

Monitor progress and performance

Ensure standard work is

followed and sustained

and results achieved

Team Leader Responsibilities

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Help the sponsor and team leader define and prepare for the kaizen eventFacilitate the eventTrain on Lean principles and tools

Work with the team to provide deliverablesSupport implementation and sustainmentFacilitator Responsibilities

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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 problemsAbility and willingness to participate – are they open to change or a CAVE dweller?Create and abide by team ground rulesD

evelop project deliverables (future state process, action plan, report out presentation)

Implement action plan and sustain improvements

Team Member

R

esponsibilities

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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 othersLots of available wall space Technology for training Provides access to process materials and resources

5. Schedule Meetings

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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 processDefects – External, re-workCustomer needs and requirements (CTQ)

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. Collect Information and Data

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Purpose: Get everyone on the same page Sponsor Kickoff (business issue and

anticipated customer and staff benefits)Review project charter & roles and responsibilitiesAnswer questionsSign Project Commitment

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. Hold Kick-Off Meeting

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Identify key audiences for the project and what they may need or want to know and how best to deliver the information

Eg

: 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.

Communicate!

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Communicate before, during and after the eventSlide23

Use a project charter and sign charter

Do not use a kaizen event to address employee performance issuesInclude 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!

Provide sponsor check-ins to obtain guidance and avoid

zingers

!

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Planning AdviceSlide24

Event & Implementation Phase

Map and characterize the current state processObserve the process (e.g. strengths and weaknesses/wastes)

Brainstorm improvements

Map

and characterize the

future state process

Create an action plan

Set performance measures

Share results with stakeholders

Implement the action plan

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People

(job

functions)

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1. Map

& Characterize

the

Current State ProcessSlide26

2. Observe the Process

StrengthsWhere does the process work well? What are value-added steps?

Weaknesses (OFI)

Where are the 7 wastes?

Overproduction

Waiting

Transportation

Extra processing

Inventory

Motion

Defects

* Underused creativity!

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List lots of ideas (big, bold ideas - no cost ideas)Rank and prioritize ideas

Select ideas to include in future state process3. Brainstorm Improvements

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High

Impact / Low $

High

Impact / High $

Low Impact / Low

$

Low

Impact / High $Slide28

4. Map & Characterize the Future State Process

Current State

Future State

Quantity

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 timeSlide29

What

WhoWhen

Status

1.

2.

3.

4.

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5. Create an Action PlanSlide30

If you do not have performance measures, create performance measures during the event.Track performance on a regular basis to see whether you are achieving expected performance levels.

Use both qualitative and quantitative measures (critical 2-4 measures).Use visual measures to quickly communicate progress, enhance standard work, and facilitate issue identification and resolution.Typical measures: Lead time, FPY, # errors/defects

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6. Set Performance MeasuresSlide31

Hold a report out presentation where team members present project goals and recommended changes to key stakeholdersAsk questionsCelebrate!

317. Share Results with StakeholdersSlide32

Include in your action plan how and when you will monitor performance.Have a strategy for identifying and resolving issues, including resistance

328. Implement the Action PlanSlide33

Create & enforce team ground rules

Provide just-in-time trainingReduce 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 and name the person who will complete each task

Expect

and plan for c

hallenges

Hold

yourself and others accountable

Reward

and recognize people

for bringing up issues

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Event and Implementation AdviceSlide34

30, 60, & 90-day status meetings with sponsorValidate whether changes achieved project goalsDocument future state process

Manage resistance34

Monitoring

PhaseSlide35

Hold weekly or daily action plan status meetingsThe

sponsor should assure that the action plan is being implementedIf the team runs into resistance that has stalled their efforts the sponsor needs to get involved – go to the Gemba (See, Ask, Lean, Show Respect) Monitor the d

emeanor

of staff –

are they energized or disheartened?

Focus action plan discussions on yellow and red status tasks

Monitoring Advice

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Adopt, adapt, or abandon the approach. Document the future process and centrally store process maps – transfer process sustainment to process ownerInclude in the action plan how and when you will review the process.

At least annually revisit the process to assess opportunities for improvement (OFIs).36

Continuous Improvement

PhaseSlide37

Sustaining improvement is often the most difficult part – make sure people do not slip back to the “old way of doing things”

Expect to improve a process multiple times (3-5 times) to remove wastes and get closer to the “Ideal”37

Continuous Improvement AdviceSlide38

Kaizen Event

Results

SSB:

 Assistive & Adaptive Technology Kaizen Event

Reduced technology evaluation assessment from 70 to 19 days (73% time reduction), 66% reduction in forms, standardized report forms, developed standard definitions, and enhanced supervisor ability to track progress and troubleshoot.

TAA

P

rojects:

1) Customer Application Kaizen, 2) Purchase & Payment Redesign

Kaizen: reduced application process from 83 to 39 days (53%).

Redesign: reduced purchase/payment from 72 to 38 days (47%).

Reorganized customer caseloads, formalized internal discussions on unusual customer cases, improved policy development process, improved training process.

UI: 

Customer Service Center Kaizen (General Mills & DEED)

Eliminated duplicate requests for status updates from the Customer Service Center staff and resulted in reducing status updates from 25 days to 1 day (96% time reduction)

UI:

Phone Agent Problem Solving Project (General Mills & DEED)

Fishbone analysis: 50% reduction in supervisor time spent bringing additional agents on line (saved 2500 hours per year).

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Kaizen Event ResultsSlide39

Enterprise Lean

Dept. of Administration, State of MinnesotaMN.gov/Lean | Lean@state.mn.usMary Jo Caldwell |Director of Enterprise LeanOffice: 651.201.2560 | Mary.Jo.Caldwell@state.mn.us

Cristine

Leavitt | Lean Expert

Office: 651.201.2567 |

Cristine.Leavitt@state.mn.us

For More Information

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