Conducting Successful - PowerPoint Presentation

Conducting Successful Kaizen Events Enterprise LeanCristine LeavittNovember 12, 2013

Learning Objective Learn the steps and tips for planning and conducting a successful Kaizen event. Page 2

Agenda Page 3What is a Kaizen event? Planning the event Holding the event and implementing changes Monitoring results Sustaining standard work and ensuring continuous improvement

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 Kaizen

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 5 Communicate! Communicate! Communicate!

Consider the following criteria:Alignment ImpactNeedWillingnessAbility1. Select the Project 6

7Improvement Project Types

Defining Project Type 8

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 9

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 10

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 11 Scoping Tips Supplier Inputs Process Outputs Customer

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 12

A3 – Project Charter 13

Team Roles:Sponsor Team leader FacilitatorTeam members 4. Define and Prepare the Team 14 Commitment is needed from everyone!

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 15

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 16

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 17

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 18

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 19

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) 6 . Collect Information and Data 20

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 7 . Hold Kick-Off Meeting 21

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! 22 Communicate before, during and after the event

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 ! 23 Planning Advice

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 24

People (job functions) 25 1. Map & Characterize the Current State Process

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! 26

List lots of ideas (big, bold ideas - no cost ideas)Rank and prioritize ideas Select ideas to include in future state process3. Brainstorm Improvements 27 High Impact / Low $ High Impact / High $ Low Impact / Low $ Low Impact / High $

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 time

What WhoWhen Status 1. 2. 3. 4. 29 5. Create an Action Plan

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 30 6. Set Performance Measures

Hold a report out presentation where team members present project goals and recommended changes to key stakeholdersAsk questionsCelebrate! 317. Share Results with Stakeholders

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 Plan

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 33 Event and Implementation Advice

30, 60, & 90-day status meetings with sponsorValidate whether changes achieved project goalsDocument future state process Manage resistance34 Monitoring Phase

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 demeanor of staff – are they energized or disheartened? Focus action plan discussions on yellow and red status tasks Monitoring Advice 35

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 Phase

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 Advice

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). 38 Kaizen Event Results

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 39