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Conducting Successful Kaizen Events Enterprise Lean Cristine Leavitt November 12, 2013.

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Presentation on theme: "Conducting Successful Kaizen Events Enterprise Lean Cristine Leavitt November 12, 2013."— Presentation transcript:

1 Conducting Successful Kaizen Events Enterprise Lean Cristine Leavitt November 12, 2013

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

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

4 A 3-5 day facilitated event that engages a team to remove “waste” from a process. What is a Kaizen Event? 7 Wastes5S Strategy Leadership Performance Measures Training Project Portfolio Lean Transformation Standard Word Increasing Organizational Value Kaizen

5 1.Select the project (define the business issue) 2.Define project scope 3.Set goals & complete a project charter 4.Define and prepare the team 5.Schedule meetings 6.Collect information and data Planning Phase 5 Communicate! Communicate! Communicate! Select Project Define Scope Set Goals Engage Team Schedule Meetings Collect Info. Hold Kick- off

6 Consider the following criteria: Alignment Impact Need Willingness Ability 1. Select the Project 6 Select Project Define Scope Set Goals Engage Team Schedule Meetings Collect Info. Hold Kick- off

7 7 Improvement Project Types

8 Defining Project Type 8

9 Clear start and end points (can be described as a process) Easily identifiable internal and external customers Improvement can be measured Start with quick wins before tackling larger projects Project Selection Tips 9

10 Define what is IN scope – What is the first step of the process? – What is the last step? Define what is OUT of scope 2. Scope the Project 10 Select Project Define Scope Set Goals Engage Team Schedule Meetings Collect Info. Hold Kick- off

11 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 2 Use a SIPOC diagram 11 Scoping Tips SupplierInputsProcessOutputsCustomer

12 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 Select Project Define Scope Set Goals Engage Team Schedule Meetings Collect Info. Hold Kick- off

13 A3 – Project Charter 13

14 Team Roles: 1.Sponsor 2.Team leader 3.Facilitator 4.Team members 4. Define and Prepare the Team 14 Select Project Define Scope Set Goals Engage Team Schedule Meetings Collect Info. Hold Kick- off Commitment is needed from everyone!

15 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 day Attend final presentation and recognize team Ensure improvements are implemented and sustained Sponsor Responsibilities 15

16 Assist on scope, goals, and defining team members Gather process information and data Schedule kickoff and event meetings and venues Help the facilitator with team member involvement Lead check-in meetings Coordinate 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

17 Help the sponsor and team leader define and prepare for the kaizen event Facilitate the event Train on Lean principles and tools Work with the team to provide deliverables Support implementation and sustainment Facilitator Responsibilities 17

18 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 problems Ability and willingness to participate – are they open to change or a CAVE dweller? Create and abide by team ground rules Develop project deliverables (future state process, action plan, report out presentation) Implement action plan and sustain improvements Team Member Responsibilities 18

19 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 others – Lots of available wall space – Technology for training – Provides access to process materials and resources 5. Schedule Meetings 19 Select Project Define Scope Set Goals Engage Team Schedule Meetings Collect Info. Hold Kick- off

20 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 process Defects – External, re-work Customer needs and requirements (CTQ) 6. Collect Information and Data 20 Select Project Define Scope Set Goals Engage Team Schedule Event Collect Info. Hold Kick- off

21 Purpose: Get everyone on the same page Sponsor Kickoff (business issue and anticipated customer and staff benefits) Review project charter & roles and responsibilities Answer questions Sign Project Commitment 7. Hold Kick-Off Meeting 21 Select Project Define Scope Set Goals Engage Team Schedule Event Collect Info. Hold Kick- off

22 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

23 Use a project charter and sign charter Do not use a kaizen event to address employee performance issues Include 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

24 Event & Implementation Phase 1.Map and characterize the current state process 2.Observe the process (e.g. strengths and weaknesses/wastes) 3.Brainstorm improvements 4.Map and characterize the future state process 5.Create an action plan 6.Set performance measures 7.Share results with stakeholders 8.Implement the action plan 24

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

26 2. Observe the Process Strengths Where does the process work well? What are value-added steps? Weaknesses (OFI) Where are the 7 wastes? 1.Overproduction 2.Waiting 3.Transportation 4.Extra processing 5.Inventory 6.Motion 7.Defects * Underused creativity! 26

27 List lots of ideas (big, bold ideas - no cost ideas) Rank and prioritize ideas Select ideas to include in future state process 3. Brainstorm Improvements 27 High Impact / Low $High Impact / High $ Low Impact / Low $Low Impact / High $

28 4. Map & Characterize the Future State Process Current StateFuture State QuantityTimeQuantityTime Tasks Waits Handoffs File/Store Decisions Totals % Change = (Current hours – Future hours)/Current hours) x 100 [ ] % reduction in lead time [ ] % reduction in task time

29 WhatWhoWhenStatus 1. 2. 3. 4. 29 5. Create an Action Plan

30 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

31 Hold a report out presentation where team members present project goals and recommended changes to key stakeholders Ask questions Celebrate! 31 7. Share Results with Stakeholders

32 Include in your action plan how and when you will monitor performance. Have a strategy for identifying and resolving issues, including resistance 32 8. Implement the Action Plan

33 Create & enforce team ground rules Provide just-in-time training Reduce 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 challenges Hold yourself and others accountable Reward and recognize people for bringing up issues 33 Event and Implementation Advice

34 30, 60, & 90-day status meetings with sponsor Validate whether changes achieved project goals Document future state process Manage resistance 34 Monitoring Phase

35 Hold weekly or daily action plan status meetings The sponsor should assure that the action plan is being implemented If 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

36 Adopt, adapt, or abandon the approach. Document the future process and centrally store process maps – transfer process sustainment to process owner Include 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

37 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

38 Kaizen EventResults 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 Projects: 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

39 Enterprise Lean ‒Dept. of Administration, State of Minnesota ‒ | Mary Jo Caldwell |Director of Enterprise Lean ‒Office: 651.201.2560 | Cristine Leavitt | Lean Expert ‒Office: 651.201.2567 | For More Information 39

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