Forms of Kaizen Daily Improvement Everyday involvement of team members Powerful form of kaizen when done right Kaizen Projects Typical view of “Kaizen” Structured event Improvement Initiatives Long term Corporate Kaikaku
Purpose of Kaizen Improve Teach Build Culture Cross-Functional Teams Multi-Level Teams
Lack of a Charter A charter is used to establish the framework of the kaizen. It determines what the problem statement is, relevant background information, time frame, team members, and some estimation of the resources involve. You must determine how you will measure the success of this kaizen so you know if your countermeasures are effective. Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:IWW_charter.jpg
Scope Creep Driven by motivation to do well You can adjust goals as needed, if… …it doesn’t keep you from meeting critical goals Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:GMC-S15-Jimmy.jpg and http://commons.wikimedia.org/wiki/File:1987-gmc-archives.jpg http://commons.wikimedia.org/wiki/File:GMC-S15-Jimmy.jpg http://commons.wikimedia.org/wiki/File:1987-gmc-archives.jpg
Poor Team Selection The team members on the kaizen are the brain power and manpower behind the improvement. Picking the team members should be an important part of planning the kaizen. You need to consider people's skill sets, expertise or knowledge, individuals within and outside the process, and who will provide the learning. Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Dickies_500_Army.jpg
Win-Lose Scenarios Don’t create resistance by letting one group come out ahead of other groups Doesn’t have to be equal every time, but must balance eventually One disgruntled person can wipe out massive gains Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Superbowl_Trophy_Crop.jpg http://commons.wikimedia.org/wiki/File:Superbowl_Trophy_Crop.jpg Super Bowl XX Final Score: Bears 46, Patriots 10
Striving for Perfection If you try to achieve perfection you may well be at the kaizen a very long time. Perfection is elusive. If you can accomplish 80% of what you set out to and meet the goals of the charter then call it complete. You will be back to improve from this new state again. Failure to follow through on these can undermine the team's efforts. Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:BillyMills_Crossing_Finish_Line_1964Olympics.jpg
Uncommitted Leaders / Champion Conflicted often confused with lack of commitment Discover real conflicts Tread carefully!!! – Enlist a mentor for help Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Yin_yang.svg
Lack of Visibility for Non- Participants Getting the buy in from those who are not participating on the team is important for sustaining the improvement. For those who are not involved we need to make them aware of the improvements the team is making. If you don't they will naturally resist the improvement. Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Tower_Optical_Binoculars.jpg
Scrounging for Materials / Tools No scavenger hunts! Build a resource area – Use kanban for reorder – Address accounting issues Predict what you might need – You can return unneeded items later Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Treasure_map.svg
Conclusion 1.Lack of a Charter 2.Scope Creep 3.Poor Team Selection 4.Win-Lose Scenarios 5.Striving for Perfection 6.Uncommitted Champions / Leaders 7.Lack of Visibility for Non-participants 8.Scrounging for Materials and Tools
Follow-up Information http://www.ALeanJourney.com 4 Essential Green Gadgets for your Lean Kaizen 4 Essential Green Gadgets for your Lean Kaizen The Importance of Going to the Gemba The Importance of Going to the Gemba 10 Things to Avoid During Kaizen 10 Things to Avoid During Kaizen http://www.GottaGoLean.com Lean Training System http://www.velaction.com /products-services/lean- training/ http://www.velaction.com /products-services/lean- training/ New DVDS Daily Management Poka Yoke
Questions Jeff Hajek Info@Velaction.com www.GottaGoLean.com 1.800.670.5805 Tim McMahon http://linkedin.com/in/timothyfmcmahon 860-469-LEAN (5326)
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