Contenu connexe Similaire à Kaizen Event Guide (20) Plus de Flevy.com Best Practices (20) Kaizen Event Guide2. Contents
• Introduction
• Phase 1: Pre-event Preparation
• Phase 2: The Kaizen Event
• Phase 3: Post-event Follow Up
© Operational Excellence Consulting. All rights reserved.
3
3. What is Kaizen?
• The Japanese word “Kaizen” (改 善) means
change (KAI) to become good (ZEN).
Kai
Zen
改 善
Change
Good
© Operational Excellence Consulting. All rights reserved.
5
4. 10 Rules of Kaizen 1
1. Discard conventional rigid thinking about
production.
2. Think of how to do it, not why it cannot be
done.
3. Do not make excuses. Start by questioning
current practices.
4. Do not seek perfection. Do it right away if for
only 50% of target.
5. Correct mistakes at once.
© Operational Excellence Consulting. All rights reserved.
7
5. What is the Purpose of Kaizen?
• Kaizen activities focus on each process in order
to add value and eliminate waste
© Operational Excellence Consulting. All rights reserved.
9
6. Types of Waste
Intellect
Not using employees full
intellectual contribution
Over-processing
Adding excess value
when the customer
does not require it
Over-production
Producing more than what
the customer needs
Waiting
Employees waiting for
another process or
information
Motion
Extra physical/mental
motion that doesn‟t add
value
Waste
Defects
Reprocessing, or
correcting work
Inventory
Building and storing extra
services/products the
customer has not ordered
Transportation
Moving from one
place to another
© Operational Excellence Consulting. All rights reserved.
11
7. Benefits of Kaizen & Kaizen Events
• Empowers employees, enriches the work
experience and brings out the best in every
person
• Promotes personal growth of employees and the
company
• Improves quality, safety, cost structures,
delivery, environments, throughput and
customer service/satisfaction
• Provides guidance from employees, and serves
as a barometer for leadership
© Operational Excellence Consulting. All rights reserved.
13
8. Select an Area
• Choose an area that will have an impact but not pose
too many difficult problems in the beginning
• Each event will teach you things that will make the next
event smoother and easier to run
• As people gain experience in running events, it will
become possible to tackle more complicated problems
• Develop a selection criteria to select the best event to
start first
© Operational Excellence Consulting. All rights reserved.
15
9. Select a Problem for Improvement
• What to avoid with initial projects
Out of control processes
Unreliable equipment
Incapable equipment
Interdependent processes
Improvement is not seen as necessary
A process that may soon be obsolete
© Operational Excellence Consulting. All rights reserved.
17
10. Setting Goals
• Set a limited number of improvement goals to be
achieved during the event
• Prioritize multiple objectives
• Use S.M.A.R.T. criteria for goal setting:
S=Specific; M=Measurable; A=Achievable; R=Realistic; T=Timely
• Goals should be challenging – requiring real creativity
• Team should be involved in setting improvement targets
• Objectives may not be completely met
© Operational Excellence Consulting. All rights reserved.
19
11. Team Leader Role
• Pre-Kaizen
Review all pre-event information
Tour target area
• During Kaizen
Review progress against objectives daily
Check status of team member activity. Update to-do
list.
Keep everyone involved in specific improvement
activities
© Operational Excellence Consulting. All rights reserved.
21
12. Select the Team Members
• 4 to 10 people
• From across all levels and functions impacted
by the project
• Include experts – if they have open minds
• Include people with prior Kaizen experience
• Include outsiders from unrelated functions to
obtain different points of view
• Provide focused training to the team before the
event
© Operational Excellence Consulting. All rights reserved.
23
13. Facilities and Logistics
• Work Areas
Notify people of upcoming Kaizen and purpose
Floor/equipment layout – obtain/create a schematic
• Training / Meeting Rooms
Reserve room
Flipcharts, overhead projector, Post-it® notes, etc.
• Food and Refreshments
• Location for Celebration
© Operational Excellence Consulting. All rights reserved.
25
14. Collecting Information
Pre-Event baseline data:
Lead
Time, Touch Time, Cycle Time, Percentages, etc.
Number
of people in the process
Product/Service Demand by Type, by Shift; Customer
Demand (Takt Time)
Quality Defects, Rework Loops, Inspection Points
Cycle time by Product/Service
Space Requirements, Distances Traveled; Before
Pictures
Safety Issues; Future Plans; Past Failures at a Similar
Effort
© Operational Excellence Consulting. All rights reserved.
27
15. Conference Room or Gemba?
• Important to “go to the gemba”
“Gemba”: where the process actually occurs
• Kaizen can happen right on the factory floor or
information can be gathered at the process
• Conference room can be used for analysis and
discussion
• Don‟t be afraid of going back to the gemba to
challenge and test ideas
© Operational Excellence Consulting. All rights reserved.
29
16. Pre-Event Communications
• Communication from Leadership should:
Explain to employees what a Kaizen Event is and why
it is needed
Explain how it supports Lean initiatives
Focus on long-term improvement rather than shortterm disruption
Discuss safety and ergonomic concerns
Set expectations for step change, not insignificant
incremental improvement
When people are familiar with the Event prior to its occurrence,
they will be more receptive and productive during the Event
© Operational Excellence Consulting. All rights reserved.
31
17. Tips for Success (cont’d)
• Guide but don‟t steer – allow divergent points of
view
• Do not under plan
• Be sure you are clear on the expectations from
the Event
• Be sure each team member understands
expectations from the Event
• Understand the roles of team members, SMEs,
Executive Sponsor, and yourself
© Operational Excellence Consulting. All rights reserved.
33
19. Two Weeks Before Event…
Finalize Team Membership
Should be personally invited by the Executive Sponsor/Team Leader
Define Event Schedule
What training modules should be used?
Develop Event agenda
Determine time and place for mid-week reports and final Report Out
Develop Team Charter
Get buy-in from Executive Sponsor
Approval from PMO (to prevent duplication/coordinate lessons learned)
Publish Charter & Agenda to all Event Team Members and PMO
Send out „Invitation to Event‟ email to each member and Sponsor
Reserve a room for the week and Final Report Out
Reserve overhead projector
Make food arrangements – Lunch and coffee breaks
© Operational Excellence Consulting. All rights reserved.
37
20. One Day Before Event…
Verify the room is setup properly for your Event… U-shaped works nicely
Verify meals and snacks are confirmed
Verify all supplies and equipment
Coordinate with the Executive Sponsor
Coordinate with the Team Leader
Dry Run the Agenda
Rehearse presentation and timing
Prepare notes
Print handouts, make copies
Prepare Attendance Sheet (one for each day)
Prepare Day 1 Agenda on flipchart
Post Good Meeting Practice guidelines on meeting room wall
© Operational Excellence Consulting. All rights reserved.
39
22. Kaizen Event Process
1. Orientation
5. Report &
Celebrate
4. Make the
Improvements
2. Understand
Current Situation
3. Develop
Future State
Design
© Operational Excellence Consulting. All rights reserved.
43
23. Kaizen Event Agenda*
Day 1 –
Orientation
Morning
• Welcome &
Introductions
• Set expectations
• Provide focused
training
• Identify the Customer
Day 2 –
Understand
current
situation
Day 3 –
Develop
future state
design
• Analyze current state
• Future state design
• Brainstorm ideas
• Mid-week review
• Root cause analysis
• Prioritize solutions
• Implement
improvements
Day 4 –
Make the
improvements
• Implement
improvements
• Finalize future state
• Try out or simulate new
process
• Complete training on
standard work
• Final presentation
• Train participants
• Future state design
• Tweak design as
needed
• Define Kaizen Charter
Lunch
Afternoon
Day 5 –
Report &
celebrate
• Lunch & celebration
• Implement
improvements
• Create and implement
standard work
• Root cause analysis
• Try out or simulate new
process
• Measure future state
• Prioritize solutions
• Train participants
• Establish current state
• Calculate actual
benefits
• Future state design
• Day 4 summary
• Day 1 summary
• Day 2 summary
• Tweak design as
needed
• Day 3 summary
• Set objective(s) for Day
5
• Document current state
– process map or value
stream map, identify
waste (opportunities),
data collection, etc.
• Analyze current state
• Set objective(s) for Day
2
• Brainstorm ideas
• Set objective(s) for Day
3
• Set objective(s) for Day
4
© Operational Excellence Consulting. All rights reserved.
* Adjust duration as required
45
25. Orientation
• Welcome and introduce the Kaizen team
• Set expectations – what is the objective?
• Provide focused training, e.g. Kaizen overview,
VSM
Limit to half a day maximum
• Identify the Customer – internal/external
• Define the Kaizen charter
© Operational Excellence Consulting. All rights reserved.
49
26. Safety & Integrity
• All event activities must be performed with your
safety and the public safety in mind
• Take the opportunity to correct hazards, even if
not directly tied to the event
• Process changes must not lower the quality of
products/services
• Consider ergonomics and focus on reducing
waste when redesigning a job/process
© Operational Excellence Consulting. All rights reserved.
51
27. Team Orientation
• Team member package
• Review the process
Agenda
• Clear, simple priorities
Background data
• Goals and work
requirements, hours, start
time, daily meetings
Objectives
Rules and safety
procedures
• Deadlines, milestones
Kaizen Charter
Policies & Procedures
• Avoiding conflicts
• Roles for management
© Operational Excellence Consulting. All rights reserved.
53
29. Understand Current Situation
• Crucial first step in process improvement
• Deep understanding of the existing processes
and dependencies
• Identify all the activities currently involved in
developing a new product
• Observe the process first hand
• Flowchart the process or define the value
stream
© Operational Excellence Consulting. All rights reserved.
57
30. Flowchart
• A flow chart is a graphical
or symbolic representation
of a process.
• Each step in the process is
represented by a different
symbol and contains a
short description of the
process step.
• The flow chart symbols are
linked together with arrows
showing the process flow
direction.
© Operational Excellence Consulting. All rights reserved.
59
31. Identify VA, NVA-R, and NVA
Activity
Yes
Adds Value
to Customer?
Necessary
to Produce
Output?
No
No
Yes
Yes
Contributes
to Business
Effectiveness?
No
VA
Customer
Value Added
Agree Specifications
Manufacturing
NVA-R
Sustaining
Payroll
Testing
Development Activity
Back-up Database
Changeovers
Audits
Regulatory
© Operational Excellence Consulting. All rights reserved.
NVA
Non-Value
Added
Review & Approval
Scrap
Rework
Filing
Copying
Reconciliation
61
32. Identify Root Causes
• Cause and Effect Diagrams
• Why-why Analysis
Causes
Materials
(or Information)
Manpower
Effect
Machines
(or Equipment)
Output
Environment
Methods
Measurement
© Operational Excellence Consulting. All rights reserved.
63
33. Kaizen Event Process
1. Orientation
5. Report &
Celebrate
4. Make the
Improvements
2. Understand
Current Situation
3. Develop
Future State
Design
© Operational Excellence Consulting. All rights reserved.
65
35. Day 4 –
Make the
improvements
© Operational Excellence Consulting. All rights reserved.
36. Implement the New Process
• Plan
What specific changes need to occur
In what sequence
Resources needed – get commitment
Impact on existing activities and functions
Responsibilities
• Communicate
Who, what, when
• Implement
Execute the plan
• Modify (as needed)
© Operational Excellence Consulting. All rights reserved.
71
37. Develop Implementation Plan
• Will new skill sets be
required, and how to
achieve them?
• Is the current organization
structure sufficient?
• Are there cultural issues?
• Is there potential for “push
back”?
• Any implications for
suppliers?
• Implications for customers?
• Implications for team
members?
• Do current technologies
support the new process?
Are they available and cost
justifiable?
• Technology is an enabler,
not a solution.
• Does the reward system
support the new process?
© Operational Excellence Consulting. All rights reserved.
73
38. Standardize the Work
Control Points for Stability
Materials &
Information
Machines
(equipment)
Methods
People
Measurements
Feed in materials
& information
Ship to customers
Sloppy work = defective,
off-standard products
Standard
© Operational Excellence Consulting. All rights reserved.
75
39. Mistake-proof the Process
• Mistake proof the
process.
• Take the magic out
and make it into a
repeatable science by
eliminating the ability
to make errors.
Figure out which
method applies,
starting at the top.
Best
Elimination
Replacement
Prevention
Facilitation
Detection
Mitigation
© Operational Excellence Consulting. All rights reserved.
77
40. Typical Results
• 40 – 60% reduction of lead time
• 10 – 15% productivity improvement
• 10 – 20% reduction in rework
• Improved communication between functions and
departments
• Clearly defined customer needs throughout the
value stream
• Improved customer satisfaction
© Operational Excellence Consulting. All rights reserved.
79
41. Day 5 –
Report &
celebrate
© Operational Excellence Consulting. All rights reserved.
42. The Final Presentation
• Allow teams to document and publicize
accomplishments
• All team members should participate
• Allow time during event to prepare (2-3 hours)
• Invite sponsors
• Invite employees from target areas as well
adjacent areas
• Invite audience to stay for celebration
© Operational Excellence Consulting. All rights reserved.
83
43. Celebration Guidelines
• Involve senior leaders in celebration
• Involve and recognize contributions of area
employees not actually on the team
• Recognize contribution of support functions
• Involve team in celebration/recognition specifics
• Recognition should be focused squarely on
results achieved, not simply on having
participated in an event
© Operational Excellence Consulting. All rights reserved.
85
44. Kaizen Event Post-Work
• Follow up with Event Sponsor/Champion and
Event Leaders:
Ensure implementation plan is being met
Ensure action plan is being executed
Ensure the team is touching base on progress
• Teams should track progress against
performance goals
Can be integrated into daily management activities
Meet monthly to assure changes are adhered to
© Operational Excellence Consulting. All rights reserved.
87
45. Kaizen Event Post-Work
• Publish follow-up communication
Publish and circulate successes using Lean Team
Room/Intranet
Send summary and thank-you package to all external
participants
Give recognition to participants via the Lean
Newsletter to:
Broadcast
results and generate excitement
Communicate
Describe
lessons learned
best practices for deployment elsewhere
© Operational Excellence Consulting. All rights reserved.
89
46. END OF GUIDEBOOK
For more information about our
services, please visit
www.oeconsulting.co
m.sg
© Operational Excellence Consulting. All rights reserved.
48. Kaizen Summary
Project type: ________________ Area: _________________Team Leader: ______________
Before/current state
After/future state
Reasons project chosen:
Results:
Tools used on project:
Next steps:
© Operational Excellence Consulting. All rights reserved.
95
49. Kaizen Status Update
Kaizen Implemented
Expected Results
© Operational Excellence Consulting. All rights reserved.
Actual Results
97
51. Enter Kaizen title:
Metrics & Data Collection Plan
What is to be
measured
Who is responsible
for gathering of
data, and who is to
receive data
When
Where
© Operational Excellence Consulting. All rights reserved.
How
101
53. Enter Kaizen title:
Mistake proofing improvements
• Problem
• Solution
© Operational Excellence Consulting. All rights reserved.
105
54. Enter Kaizen title:
Lessons learned
• Lesson one
• Lesson two
• Lesson three
© Operational Excellence Consulting. All rights reserved.
107