Kaizen events - jump start your continuous improvement culture
•
5 j'aime•4,020 vues
Kaizen means continuous daily improvement, small changes that make things better. Kaizen events are a way to accelerate your company's continuous improvement culture. In this presentation, learn how to leverage the power of your employees and partners to make a culture of improvement at your company.
Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (20)
Similaire à Kaizen events - jump start your continuous improvement culture
Similaire à Kaizen events - jump start your continuous improvement culture (20)
Dernier
Dernier (20)
Kaizen events - jump start your continuous improvement culture
- 1. Kaizen Events: Jump-start your Continual Improvement Culture Created by Ed Kraay, ThoughtWorks By Ed Kraay B
- 2. What is your problem solving philosop
- 3. Problems?
- 4. Get r‟ done!
- 6. roblems are a chance to mentor and coac “Chaos Monkey” “The best way to avoid failure is to fail constantly.” – John Ciancutti, Netflix.
- 7. Kaizen is about continual daily improve
- 8. Kaizen Events are high leverage Small Investment Large Impact
- 9. Jump start your continual improvemen Kaizen Events: 1. Make rapid – step change improvements 2. Get results through collaboration with partners 3. Lay the foundation for a continuous improvement culture
- 10. The life cycle of a typical Kaizen Even Phase 2 – Phase 3 – Phase 4 – Phase 1 - Pre-event Event Event follow- Strategy planning Execution through • -180 to -30 days • -20 to 0 days • 0 to 5 business • 5 – 20 before the event before the event days business • Tie changes to • Involve the • Design, Test days after your vision – right people to and Implement event right solve the right Improvements. • Sustain the ladder, right problem at the gains. wall. right time. Source: Kaizen Event Fieldbook
- 11. „ 1. Making Rapid Improvements
- 12. Focus on the Quick Wins Improvements at Kaizen Events focus on implementing quick wins
- 13. 2. Get Results through Collaboration with Partners
- 14. Core Kaizen Tenet Kaizen must be done with people, not to people
- 15. Typical challenge with change approa 1. Changes thrown over the wall 2. Resistance by partner / vendor 3. Threats to partner / vendor 4. Change effort does not get results
- 16. Kaizen change approach Involvement Gets Commitment and Results
- 17. 3. Build the foundation for a continual improvement culture
- 18. Kaizen events teach problem solving t Kaizen teams learn problem solving tools like the 5 why's, seeing waste and metrics based process mapping, applicable to other problems in the organization.
- 19. The Hockey Stick Road to Continual Improvement 120 1: Tool Driven: 2: System 3. Principle Daily Management Driven: Driven: Kaizen 100 events not Management Everyone coordinated and worker participates in Performance across planned events continual 80 groups/vendors tied to strategic improvement or linked to objectives through strategic Kaizen events, just do 60 Events its and projects. Backsliding Kaizen Events 40 20 0 Time Source: Kaizen Event Fieldbook
- 20. Two improvement wheels Plan Standardize Act Do Act Do Check Check Plan Do Check Act Standardize to prevent backsliding Source: Kaizen Event Fieldbook
- 21. No Kaizen without standard work! Performance A P C D SDCA Time Standard work helps avoid local optima and backsliding. Source: Kaizen Event Fieldbook
- 22. How do we build a continual improvemen culture? Top Management Innovation A P C D Middle Management Kaizen A S C D Supervisors Maintenance Front Line Associates 1. Kaizen is everyone‟s job 2. Appropriate involvement at the right level makes implementation effective Source: Kaizen Event Fieldbook
- 23. Daily Kaizen Lean Management System Daily Kaizen Hockey Stick A S A P C D C D Lean Management Daily Kaizen System •Employee Suggestion • Leader Standard Systems Work •Mini-Kaizens • Daily Tiered Startup •“Just-do-its” Meetings •A3 Problem Solving • Visual Controls Reports • Standard •Value Stream Projects Accountability Practices • Process Discipline Source: Creating a Lean Culture
- 24. Daily Startup Meetings Enable Daily Kaizen Like a standup, discuss with yesterday‟s results, abnormal conditions and countermeasures Assign “just do it” improvements to accountability board Ideas for improvement posted on Improvement Idea Boards Leader Standard Work Source: Creating a Lean Culture Daily Startup Meetings
- 25. Conclusion Kaizen Events: 1. Make rapid step change improvements 2. Get results through collaboration with business partners 3. Lay the foundation for a continuous improvement culture
- 26. Call to action
- 27. I want you… 1. To try a Kaizen event for one of your more significant cross project organizational problems 2. Make problems visible 3. Ask why! Show respect! See with your feet.
- 28. References Kaizen Event Fieldbook: Foundation, Framework, and Standard Work for Effective Events – Mark Hamel Creating a Lean Culture: Tools to Sustain Lean Conversions, Second Edition The Netflix Tech Blog – 5 Lessons we‟ve learned by using AWS. http://bit.ly/hrjm6J
Notes de l'éditeur
- Kaizen: A Japanese term for continuous improvement, a business philosophy about working practices and efficiency; improvement and productivity, and performance.Kai means “Change” and Zen means “For the better” or “To Take Apart”.
- Relative to the time spent in the event, Kaizen events have a large impact on the
- While Kaizen is continual daily improvement, Kaizen events are radical improvements through a focused 5 day workshop.
- While Kaizen events are 3-5 days, they are part of larger framework. They require links to the strategy, careful planning, execution and followup. This ensures success:Phase 1: Done at a Value Stream Mapping Workshop (typically)Identify the areas you want to improveSchedule improvement sessionsPhase 2: Pre Event PlanningEvent SelectionCommunicationPre-Event PlanningLogisticsGather DataPhase 3: Event ExecutionEvaluate Current StateIdentify Top Problems with Current StateBrainstorm Improvements and Select High Leverage IdeasDesign and Test Standard WorkTrain affected workers in standard workDocument Sustainment PlanCelebrate!Phase 4: Clear ownership for any followup items 30 days following30-60 day auditsContinual monitoring and adjustment
- Kaizen events focus on implementing the high impact low effort changes within the Kaizen event.
- PDCAPlan – Establish GoalsDo – Implement the changes (Small change or test usually)Check – Observe the effectsAct – Depending on the results, standardize and stabilize the improvementsSDCA Standardize – Develop standards for a specific processDo – Apply the standardsCheck – Assess whether the standards are sufficient and/or if there is a lack of adherence to the standardAct – Depending on the results from the prior step, make adjustments or improvements to the standardized work or put in countermeasures to address the deficit of process adherence
- Without standard work, you have no baseline in which to compare current reality with the standard. Also, if you don’t standardize your improvements, then your improvement efforts are localized and leave when the individual leaves the process.
- Appropriate involvement across levels, both vertically to management and horizontally across business partners, make implementation effective and sustainable.
- A lean management system along with Daily Kaizen creates an upward spiral of improvement.