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.

3. Agenda What is a Kaizen event? Planning the event
Holding the event and implementing changes
Monitoring results
Sustaining standard work and ensuring continuous improvement
Plan DO
Check
Act
Plan Phase:
Identify need/problem/opportunity
Work with sponsor and team leader to agree on project scope, goals and performance targets – Prepare Charter
Confirm project type is appropriate for a Kaizen event
Select and invite team
Schedule event
Collect information on the current situation/process, including reliable data on customer needs and service speed, quality, and costs;
Do Phase:
Map current state process
Assess the current situation (identify strengths and weaknesses/wastes, validate root cause, prioritize problems)
Generate, evaluate and select improvements for eliminating non-value added steps and reducing variation
Map the future state process
Create action items/plan to accomplish improvements
Create performance measures
Document standard operating procedures, lessons learned, and ideas for future improvements
Present results to sponsor and stakeholders (Report Out presentation and celebration!)
Implement improvements, including training employees
Check Phase:
Monitor implementation and institute metrics for ongoing auditing and validation of project goals
Act Phase:
Adopt, adjust or abandon improvements
Transfer responsibility for sustainment to process owner

4. Increasing Organizational Value
What is a Kaizen Event?
A 3-5 day facilitated event that engages a team to remove “waste” from a process.
7 Wastes 5S
Strategy
Leadership
Performance Measures
Training
Project Portfolio
Lean Transformation
Standard Word
Increasing Organizational Value
Kaizen
Engage the creativity of employees to make the process better
But a Lean transformation is more than just a kaizen

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

6. 1. Select the Project Consider the following criteria: Alignment
Select Project
Define Scope
Set Goals
Engage Team
Schedule Meetings
Collect Info.
Hold Kick-off
Consider the following criteria:
Alignment
Impact
Need
Willingness
Ability
Strategic alignment
It is important to the overall success of the division, or work unit that this process functions well (reliably, predictably, efficiently)
It is related to one of our strategic objectives
Impact
It’s a process that affects a large number of stakeholders/customers
It’s a process that consumes a lot of internal resources
It’s a highly visible process to stakeholders and/or customers
Need
It’s a process that clearly is not working as well as it should (lots of complaints, rework, defects, unhappy employees, etc.)
It’s a core business process that affects many other processes or programs
Willingness
Manager of the affected area has an interest in supporting and making needed changes
Workers are open to change, and would be able and willing to participate in an improvement event
Ability

7. Improvement Project Types

8. Defining Project Type

9. Project Selection Tips
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

10. 2. Scope the Project Define what is IN scope
Select Project
Define Scope
Set Goals
Engage Team
Schedule Meetings
Collect Info.
Hold Kick-off
Define what is IN scope
What is the first step of the process?
What is the last step?
Define what is OUT of scope
If we can’t define that, we may need a different tool (Process preparation-2P)

11. Scoping Tips
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
Supplier
Inputs
Process
Outputs
Customer

12. 3. Set Goals & Complete a Project Charter
Select Project
Define Scope
Set Goals
Engage Team
Schedule Meetings
Collect Info.
Hold Kick-off
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
SMART: Specific, Measurable, Aligned, Realistic, Time-bound
FPY – First Pass Yield

13. A3 – Project Charter

14. 4. Define and Prepare the Team
Select Project
Define Scope
Set Goals
Engage Team
Schedule Meetings
Collect Info.
Hold Kick-off
Team Roles:
Sponsor
Team leader
Facilitator
Team members
Sponsor:
Set project purpose, goals, and scope
Assign resources and remove barriers
Team Leader or Project Manager:
Lead team, guide process, liaison to sponsor and units impacted
Coordinate implementation of action plan
Facilitator:
Train and coach team on Lean principles and tools
Facilitate Kaizen event process
Team Members:
Collect, share and analyze information
Recommend changes and develop an action plan
*May have a Steering Team, Champion or Subject Matter Experts for larger projects
Commitment is needed from everyone!

15. Sponsor Responsibilities
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 should invite team members to a pre-event meeting to explain:
Scope and goals
Why they were selected
Expectations – time commitment/ schedule
Importance of the event

16. Team Leader Responsibilities
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

17. Facilitator Responsibilities
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
3. To train kaizen team members, you should:
Train team members in the elements of the 7 wastes, process mapping, and process improvement
Train team members in the purpose and application of standard work
Team members may need to understand the elements of 5S
4. To facilitate the team and capture the results of the kaizen event you should:
Manage the schedule, participation, and progress each day
Capture and record decisions, and actions on the report out document
Attend team leader meetings, ensure good communication between the team and sponsor
As new facilitators, co-facilitate with some one more experienced
Don’t give up
Have fun, if you’re not having fun the team isn’t having fun

18. Team Member Responsibilities
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 18

19. 5. Schedule Meetings
Select Project
Define Scope
Set Goals
Engage Team
Schedule Meetings
Collect Info.
Hold Kick-off
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 19

20. 6. Collect Information and Data
Select Project
Define Scope
Set Goals
Engage Team
Schedule Event
Collect Info.
Hold Kick-off
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)

21. 7. Hold Kick-Off Meeting Purpose: Get everyone on the same page
Select Project
Define Scope
Set Goals
Engage Team
Schedule Event
Collect Info.
Hold Kick-off
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

22. Communicate before, during and after the event
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 before, during and after the event 22

23. Planning Advice 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!

24. Event & Implementation Phase
Map and characterize the current state process
Observe 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
You will need the following supplies:
Training materials (PowerPoint, toast kaizen video)
Paper for swim lane mapping
Markers
Flipcharts
Laptop and speakers (video equipment)
Post-it notes (5 different colors)
Tape
Scissors
treats

25. 1. Map & Characterize the Current State Process
People
(job
functions)
Characterize the process by assigning time to tasks and waits and counting the number and time for tasks and waits and the number of decisions, handoffs, and storage. 25

26. 2. Observe the Process Strengths Weaknesses (OFI)
Where does the process work well?
What are value-added steps?
Where are the 7 wastes?
Overproduction
Waiting
Transportation
Extra processing
Inventory
Motion
Defects
* Underused creativity!
Non Value-Added Activities
All of the other things that we do, but don’t cause the product or service to physically transform.
Rework
Doing the same thing over again. What prevented us from making it right the first time? Let’s identify that and fix it!
Moving
Can we move operations closer to minimize the movement of materials or information?
Why does there need to be a handoff at all? (Eliminate the move)
Handoffs are often a function of “knowledge silos.” We need to pull back the curtain and look at the actual action taken and see if a specially trained person really needs to perform that function.
Inspecting
Many processes are not capable of letting products/services go to customers without inspecting.
The function of inspecting doesn’t physically transform anything.
While inspecting we should collect the data about why something isn’t correct and then use the data to put in place improvements that eventually gets rid of the need to inspect.
Inspection and the associated data collection, should always be looked at as a short-term, temporary process.
Testing
Testing is another form of inspection.
Re-entering information.
This happens typically in the office as one person hands off a job to another person. Many times it is blamed on “4 systems that don’t talk to each other.” The challenge is to simplify the process and you will often find you don’t need to enter the information at all.
This is also true with a lot of shop floor data entry. You need to ask, “What is going to be done with the information? What improvement activities will this generate?”
Waiting occurs any time there is a handoff from one person to another.
Sometimes people are waiting for each other.
Sometimes information/materials are waiting for a person or a machine to be available.
Many times a person is watching an automatic process operate, thus waiting for it to be done. We must question “What else can the person be doing while that process is running?”

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

28. 4. Map & Characterize the Future State Process
Current State
Future State
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

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

30. 6. Set Performance Measures
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

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

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

33. Event and Implementation Advice
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

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

35. Monitoring Advice 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 35

36. Continuous Improvement Phase
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).

37. Continuous Improvement Advice
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”

38. Kaizen Event Results 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 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).

39. For More Information Enterprise Lean
Dept. of Administration, State of Minnesota
MN.gov/Lean |
Mary Jo Caldwell |Director of Enterprise Lean
Office: |
Cristine Leavitt | Lean Expert
Office: |