1. Kaizen Facilitator Project Slides
<Agency/Dept.>

2. Minnesota Office of Continuous Improvement
July 2014
Lean Overview
Training Purpose Statement:
Lean 101
Lean 101 is a half-day (3 hour) training session that introduces public sector employees to Lean principles, methodology, tools and terminology.  At the conclusion of this course participants will know how to "think Lean" and apply Lean methods and tools to improve the quality and efficiency of their services.  Basic components covered include:
Lean history and benefits
PDSA
7 Wastes 5S
Kaizen (rapid improvement events)
Standard work
5 Whys
Visual management
Note: While there are no prerequisites for this course, Lean 101 is a requirement for many other CI related courses.
A quick review of Lean principles, methods, and tools
Department of Administration

3. Minnesota Office of Continuous Improvement
July 2014
What is Lean?
A time-tested method and set of tools to help us improve “how” we produce our products and services.
Lean is also a mindset, where we ask each day “How can we make our services better for customers?”
Lean is a great set of tools and a mindset in which we ask ourselves on a daily basis “What can I do to improve the quality, timeliness, and convenience of our services for customers?”
Lean should become the philosophy of how we do our work. The goal is to embed continuous improvement (CI) into our organization with the tagline of Lean & CI is how we do our work!
We can accomplish this in a robust way by convening Kaizen project teams that can result in major improvements to quick wins that can be quickly and easily implemented.
Some people don’t realize that they work in a process or processes. A process is simply a series of actions/steps/tasks that bring about a result.
Processes that are familiar to all of us: brushing teeth, setting a table, making dinner, cleaning your desk or closet.
Processes in our work: application processes, inspection process, hiring process, license process, grant process, accounts payable process, contracting process, etc.)
What are some you are familiar with?
Department of Administration

4. Lean helps us Understand:
What adds value to our customers
How work gets done
How we can identify root causes of problems
What an “ideal / no waste” process looks like
How we can improve performance
Whether process changes were successful

5. Lean helps Simplify our Work
Minnesota Office of Continuous Improvement
July 2014
Lean helps Simplify our Work
Eliminate tasks that do not add value
Make things easy and intuitive for customers and staff
Automate repetitive tasks
Leverage staff talent
So how do we identify what tasks can be eliminated? First, we must understand our customer’s needs – because value is defined from the end-user’s perspective. Once we have identified the steps in the process that “add value” then we can focus on the remaining process steps to determine which steps can be eliminated without sacrificing service quality.
Automating a bad process may not resolve the underlying reasons for process problems and inefficiencies. We refer to processes that are automated without streamlining as “perfuming the pig” or “putting lipstick on the pig”. If it is an ugly and smelly process before automation, it will typically be an ugly and smelling process after automation. Lesson here, streamline before automation!
Department of Administration

6. Value-added vs. Non Value-added
How Do We Define Value?
Value-added vs Non Value-added
Customer is willing to pay for it
Actually transforms a product or service
Done correctly the first time
Consumes resources without creating value for the customer (often CYA)
Tasks to resolve incomplete and inaccurate information (percent of the time work is complete and accurate (%CA)
Requires extra time, effort, or resources to fix
Value Added Examples:
Receiving a payment, permit, certificate, diploma, etc.
Educational training
Receiving data/information for making decisions
Receiving medical services
Counseling on mental health issues
Non Value Added Examples:
Rework
Moving
Double checking
Signatures
Re-entering information into a system
Transferring information
Waiting

7. Why Focus on Process?
Nearly every tangible output; service or product, is created as the result of a process or series of processes (a system).
It’s been shown that over 85% of the opportunity to improve those outputs, while reducing time and cost lie within the process itself.

8. Minnesota Office of Continuous Improvement
July 2014
Why Lean?
Minnesota’s population is getting older
Increasing customer expectations
Pressure for greater accountability and transparency
Tight and shrinking budgets
Shrinking workforce and increasing need for a more skilled workforce.
Plain and simple, we will need to continuously improve the effectiveness and efficiency of our services if we are to meet our customers’ needs. Typically, we are seeing that the application of Lean methods and tools is reducing service costs and process time by 20-50%.
Source: In the shadow of the Boomers: Minnesota’s labor force outlook, MN State Demographic Center, December 2013.
Minnesota stands at a unique point in its history, where the demographic trends of an aging population and declining fertility are conspiring to dramatically slow its labor force growth, threatening to put a drag on our economic output. …In addition to developing, attracting and retaining talented workers, Minnesota will need to leverage greater contributions and productivity from all of our state’s potential workers to manage this new demographic and economic reality, and maintain a high quality of life for Minnesota residents.
Benefits of Lean include:
Reduced product and service cost because you minimize process wastes
Enhanced customer satisfaction and reduced customer complaints because customer needs and preferences drive service design and improvements;
Increased worker engagement and morale because workers are involved in making the process better;
Improved service quality because a) problems are solved at their source, b) we listen to our customers, c) we use data and best practices in service design & improvement, d) we use staff creativity to identify no cost and low cost solutions to problems;
Increased accountability because people are following the Lean methodology of Plan, Do, Study, Act. This also means reduced risk (Lean should be a tool in your agency’s risk management toolbox), and improved reporting because Lean is a data driven approach that captures data and allows you to report performance measures and accomplishments;
Documented work allows us to bring new employees up to speed quickly;
Improved speed of services because we have eliminated non-value added steps and handoffs in the process, and leveraging technology to automate where appropriate;
Increased consistency in providing services by standardizing forms, steps, and roles and responsibilities, which also decreases risks related to inconsistently followed policies and processes.
An additional benefit of growing a Lean culture is that it will help you attract workforce talent, which will further expand your ability to enhance customer value.
Minnesota’s CI program engages the willing, so no one feels coerced and then resentful and ultimately fearful. We go where the energy is!
Lean helps us improve quality, reduce costs, increase customer and employee satisfaction, & capture knowledge
Department of Administration

9. Lean Example Meals Per Hour.mp4
Use meals per hour (6 min) or MNHS (2.5 min) video on following slide depending on your audience and time

10. Minnesota Office of Continuous Improvement
July 2014
Lean Principles
Customer Focus
Data driven decisions
Respect
Results
Accountability
Excellence
Core to Lean are the principles or values that drive individual behavior. The next series of slides will elaborate on the principles of a Lean culture. As noted previously, Lean is as much a philosophy as it is a methodology and set of tools. *************************************************************************
Customer Focus: Know your customer and continuously strive to enhance customer value by producing exactly what the customer wants, when they want it, and in the smallest possible quantities. It is not about producing what you think the customer wants. Remember, everything that you do that your customer does not perceive as value is waste; strive to eliminate all waste.
Data driven decisions: Give the most weight to information that can be verified with data; make decisions based on analysis rather than anecdote or intuition.
Respect: Employees are central to value creation, so 1) grow leaders who understand the work, live the philosophy and teach it to others; 2) develop exceptional people and teams who follow Lean principles; and 3) collaborate with partners and suppliers to improve customer value. Employees know where waste is and how best to improve the process, so involve them in improving the process.
Results: Set ambitious SMART goals and monitor progress using performance measures.
Accountability: Hold yourself and others responsible for following through on commitments and share results.
Excellence: Challenge tradition (status quo), seek out best practices, use data and creativity to address problems (innovate and evolve - take risks), improve quality, enhance timeliness, and reduce costs, learn from experience (failures and successes), monitor and sustain improvements – checking to see whether performance goals/targets have been achieved. Action: Preference on action not perfection - don't let the best be the enemy of the better! Plan-Do-Study-Act. Innovate and evolve (experiment and take calculated risks).
Department of Administration

11. PDSA – The Lean Methodology
Minnesota Office of Continuous Improvement
July 2014
PDSA – The Lean Methodology
Hold event
Implement Action Plan
Monitor progress and results – 30, 60, 90-day reviews
Define project (Project Charter)
Adopt/Adjust/ Abandon & sustain improvement
Act
Plan Do
Study
PDSA derives from the Scientific Method – you have a hypothesis, you test it, you study the results, you adjust/adopt your theory.
Plan Phase: The nature of improvement requires that you challenge the status quo – that you ask and understand why each step in the process is needed (e.g., SONAR in rule writing). Important elements in the planning phase is validating assumptions about the current situation
If you are launching a kaizen event, the plan phase would include:
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;
Conduct a kickoff meeting
Do Phase:
Map and characterize current state process
Assess the current situation (identify strengths & wastes, validate root causes)
Generate, evaluate and select improvements
Map and characterize the future state process
Create action items/plan to accomplish improvements and measures
Document standard work, lessons learned, and ideas for future improvements
Present results to sponsor and stakeholders (Report Out ppt)
Implement improvements, including training employees
Study/Check Phase:
Monitor implementation and institute metrics for validation of project goals
Act Phase:
Adopt, adjust or abandon improvements
Transfer responsibility for sustainment to process owner
Following the Lean methodology ensures knowledge creation and continuous improvement
Department of Administration

12. Lean Tools 7 Wastes 5S Error Proofing Visual Management Kaizen
Standard Work
5 Whys
Fishbone Diagram
Kaizen - “Change for the better”
Poka Yoke – error proofing

13. Minnesota Office of Continuous Improvement
July 2014
7 Wastes
Defects
Overproduction
Waiting
Non-utilized staff talent
Transportation
Inventory
Motion
Extra processing
DOWN TIME
Introductory slide: The acronym DOWN TIME may help you remember the 7+ Wastes that we will cover in the next series of slides.
CUSTOMERS define value in a process
WASTE is typically 90+ percent of a process
Even world-class processes can be shown to have greater than 50% non value-added time
Lean training gives us the lens to see waste – often for the first time
Lean also gives us the common vocabulary to describe waste
Refer to Flow strategies and Pull
Reference 7+1 Wastes Handouts
Additional waste types that have been proposed for inclusion:
Unsafe work places and environments
Lack of information or information sharing
Equipment breakdown – poorly maintained equipment
Department of Administration

14. Can You SEE the Wastes?
So can you see waste in the work you do? Are you always waiting for signatures, or someone to make a decision? Are you always fixing errors created upstream in your process? Does it seem like you are continually searching for files or information? Are customers calling you because they did not get what they needed? Do you keep bring these issues up, and it appears that no one is even listening?

15. 5S Sort Set In Order Shine Standardize Sustain 6th “S” for “Safety”
A simple method for creating a clean, safe, orderly, high performance work environment.
Sort
Set In Order
Shine
Standardize
Sustain
6th “S” for “Safety” 15

16. Poka Yoke – Error Proofing
Send photo from phone

17. Visual Management
A communication device that tells, at a glance, how work should be done.
Where items belong
How many items
Standard procedure
Work in progress
There is only one place to put each item. 17

18. Visual Management Visual communication and management tool
Mention the shadow board concept – drawing lines around the tools so you know at a glance if one of the tools are missing

19. Kaizen
A Kaizen event is a facilitated, rapid improvement event that engages the creativity of employees to remove waste from a process.
Can be 2 hours to 5 days to 7 days.

20. Swim Lane Map
Kaizen events use swim lane maps to document the current and future process
Kaizen Event Process – explain how to read this map first. Horizontally is the time line of the categories of processes (depicted in the SIPOC if one was completed with the team first). Vertically are the lanes of who touches the process – positions, people but never named individually (Julie or Mike)
Select the project (define the business issue)
Define project scope & goals
Define and prepare the team
Schedule pre-work meetings
Collect information and data
Hold the kaizen event with report out
Map current process
Identify wastes
Brainstorm improvements
Map future process
Complete action plan
Implement action plan
Validate results & adjust as necessary
30, 60, & 90-day status meetings with sponsor
Validate whether changes achieved project goals
Document future state process
Manage resistance
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).

21. Minnesota Office of Continuous Improvement
July 2014
Standard Work
The safest, highest quality, and most efficient way to perform a task or process.
Focuses on helping the employee be successful
Reduces variation and increases consistency
Improvements cannot be sustained without it
Examples:
Templates
Documented Process Steps
Standard Work Elements: (reference Lean Essentials handout)
Defining customer demand requirements
Documenting the most efficient work routine (steps), their sequence, and the time to complete each step
Defining cycle times (task & wait time)
Creating standard forms
Setting quality controls (including training supervisors and employees) - Quality control can be check lists, poka yoke = error proofing. Training is key and note that the supervisor cannot be overlooked in the training to fully understanding the process to ensure implementation of the new standard work. Sustaining changes won’t occur if supervisors don’t follow through.
Validating standard work is being followed - If not achieving the results why not?
Engaging in continuous improvement
Standard work supports process improvement by defining 5 critical elements for all workers:
Customer demand requirements 2. Most efficient work steps. 3. Time required to complete work steps. 4. Process quality checks required to minimize defects/errors 5. Exact amount of work required between process steps
“Where there is no standard, there can be no Kaizen.”
Taiichi Ohno, Vice-President Toyota Motor Company
Department of Administration

22. 5 Whys
5 Whys is a SIMPLE and POWERFUL technique for uncovering the root cause of a problem when you lack data regarding why the problem is occurring.
If we don’t solve problems at the level of the root cause, we risk the same problem resurfacing in the future.
5 Whys Process
Write the problem/effect/issue at the top of a flip chart page.
Ask the team why this problem occurs. Capture each possible cause.
Each of the causes now becomes a problem statement. For each cause ask, “Why is this occurring?” and/or “How does it cause the problem?” Write each response as the next “layer” of the problem.
Repeat step three until the team feels it has reached the fundamental cause(s).
Place a checkmark on the causes the group wants to pursue with solutions.
Problem: The Jefferson Memorial was disintegrating rapidly.
How would your team solve this problem for the National Park Service?
What information would you like to have?

23. Fishbone Diagram
Fishbone diagram or Ishikawa

24. Minnesota Office of Continuous Improvement
July 2014
Kaizen Agenda
Training Purpose Statement:
Lean 101
Lean 101 is a half-day (3 hour) training session that introduces public sector employees to Lean principles, methodology, tools and terminology.  At the conclusion of this course participants will know how to "think Lean" and apply Lean methods and tools to improve the quality and efficiency of their services.  Basic components covered include:
Lean history and benefits
PDSA
7 Wastes 5S
Kaizen (rapid improvement events)
Standard work
5 Whys
Visual management
Note: While there are no prerequisites for this course, Lean 101 is a requirement for many other CI related courses.
Our plan during the event
Department of Administration

25. Kaizen “High-Level” Process
Act
Plan Do
Study
December 2013
Kaizen Facilitator Training
Kaizen “High-Level” Process
1.Define Issue and Goal
2. Engage Team
3. Conduct Pre-work
4. Hold Kickoff
5. Understand Current State
6. Define Future State
7. Share Recommendations
8. Implement Changes
9. Monitor Performance
10. Adjust and sustain improvements
Refer attendees to Kaizen Event Checklist for detailed tasks

26. Kaizen Agenda – Day 1 Set ground rules Identify customer requirements
Define success
Training: Process Mapping
Map current state process
Debrief (Plus / Delta)
Sponsor Check-in meeting

27. Kaizen Agenda – Day 2 Review agenda, ground rules, and check-in report
Complete current state map
Assign task and wait time and characterize process
Identify value added steps, wastes, & pain points
Identify root causes of problems
Brainstorm ideas to improve the process
Debrief (Plus / Delta)
Sponsor check-in meeting

28. Kaizen Agenda – Day 3 Review agenda, ground rules, and check-in report
Evaluate and select improvements
Take Team photo
Map the future state process
Assign task and wait time and characterize process
Identify performance measures
Prepare an Action Plan
Debrief (Plus / Delta)
Sponsor check-in meeting

29. Agenda – Day 4 Review agenda, ground rules, and check-in report
Finish up work from the prior day
If there is time:
Identify project risks and prepare mitigation steps
Revise forms/templates
Prepare communication plan
Implement Quick Hits
Prepare report out presentation
Deliver report out presentation
Celebrate!

30. Post Event Work Facilitator follow-up: submit documentation
Implement action plan, including training
Conduct 30, 60, 90-day status reports
Monitor progress and make needed adjustments
Document standard work
Sustain improvements

31. Minnesota Office of Continuous Improvement
July 2014
Kaizen Event
Training Purpose Statement:
Lean 101
Lean 101 is a half-day (3 hour) training session that introduces public sector employees to Lean principles, methodology, tools and terminology.  At the conclusion of this course participants will know how to "think Lean" and apply Lean methods and tools to improve the quality and efficiency of their services.  Basic components covered include:
Lean history and benefits
PDSA
7 Wastes 5S
Kaizen (rapid improvement events)
Standard work
5 Whys
Visual management
Note: While there are no prerequisites for this course, Lean 101 is a requirement for many other CI related courses.
Working our plan
Department of Administration

32. Customer Requirements
Who are process suppliers, customers and stakeholders?
Who is/are the key customer(s)/end user(s)?
What do they want/need/require?

33. The "Ideal" Process Is completed entirely by one person
December 2013
Kaizen Facilitator Training
The "Ideal" Process
Is completed entirely by one person
Is completed one at a time (no batching)
Is completed as soon as the request is made
Is completed without interruption
Is completed with the information provided
Is completed correctly
It never returns
Lean Rules
Document the content, timing, sequence, and outcome of each process step (standard work).
Have simple and direct connections between process steps.
Involve as few steps and people as necessary in process.
Implement process solutions as close to the problem as possible (in time and person), test and adjust process changes to ensure that desired results are achieved
Engage the people in the process to define and solve problems and make improvements.

34. Implement “Lean Rules”
Documents the content, timing, sequence, and outcome of each process step (standard work).
Has simple and direct connections between process steps.
Involves as few steps and people as necessary.
Implements solutions as close to the problem as possible (in time and staff)
Engages the people in the process to define and solve problems and make improvements.
Tests and adjust process changes to ensure that desired results are achieved
keep in mind “Lean Rules”

35. December 2013
Kaizen Facilitator Training
Vision of Success
If this process was exceptional, what outcomes or results would you see?
Consider:
The needs/requirements of all process customers
Prioritize the needs of end users
The “Ideal” process and Lean Rules
10 minute exercise
the end users’ needs and requirements at the center of your vision
Focus on results for the end users’ perspective
Use a video or group exercise to help the team prepare for thinking in the future
Advise the team to think of No or Low cost ideas as well as innovative/bold ideas (BHAGs)

36. Reasons, formats and steps for documenting a process
Process Mapping
Provide reasons, formats and steps for documenting work processes.
Reasons, formats and steps for documenting a process

37. What is a Process?
Process = a series of steps/tasks to achieve a result.
Step 1
Step 2
Step 3
Step 4
Result

38. Process Documentation Benefits
Staff and customer clarity on the content, timing, sequence, and outcome of each process step (i.e., standard work)
Staff clarity on who is responsible for each step and how long it should take to complete each step
Standard work makes it easy to deliver consistent services/products to customers
Ability to measure progress and performance
Easier to onboard/train new employees
Easier to improve service quality and efficiency!

39. Process Mapping Formats
Process documentation table
Good for capturing tasks, decisions, and process issues prior to a process mapping session and good for documenting standard work
Spaghetti map
Good for showing physical movement of people and materials
Flow chart
Good for showing tasks and decision loops
Value stream map
Good for showing where “value” is created, highlighting improvement opportunities, and is linear
Swim lane map
Combination of a flow chart and value stream map - good for showing who performs which tasks and when

40. Swim Lane Map Time Customer Service sends e-mail to Sales
December 2013
Kaizen Facilitator Training
Swim Lane Map
Accounting
Customer
Order Entry
Sales
Supplier
Shipping
Customer Service
Customer Calls in order.
Customer Service sends to Sales
Sales person is assigned to order and delivers paper copy of order to Order Entry
Order is now entered into the company’s data base.
An electronic order is sent to the supplier.
Time 40

41. Swim Lane Map Key Task Handoff (Time) Decision? Wait (Time)
Storage Location

42. Mapping Tips Every time you change lanes, there’s a handoff
Function or
Position
Every time you change lanes, there’s a handoff
With every handoff, there is almost always a wait
Putting information into storage requires a task and file/store denoting the storage location
Every decision should have a task for "yes" and for "no"
Subsequent tasks appear to the right of the prior task, unless the task occurs simultaneously (e.g., meetings)
Function or
Position

43. December 2013
Kaizen Facilitator Training
Mapping Tips
After you have finished mapping assign average times, or use worst and best case scenarios for each wait and each task
90:10 Rule - When mapping, consider what happens the majority of the time - don’t focus on the exceptions.
Identify value added steps

44. Process Documentation Questions
What is the purpose of the process
Who is/are the end-user customer(s) for the process and what are/is their needs or requirements
What is the first step What is the next step, etc.
Do you use any physical or electronic forms for the step
On average, how long does it take to complete the step
What percent of information is complete and correct
Where does the information go from here

45. Walk the Process
From the beginning….
…To the end

46. Characterize the process
December 2013
Kaizen Facilitator Training
Characterize the process
What forms, tools, or systems does each step use?
How long does each task and wait take?
How many steps, waits, storage, handoffs, and decisions are there? 46

47. Process Metrics Lead/Cycle/Elapsed Time: <# unit >
December 2013
Kaizen Facilitator Training
Process Metrics
Current State
Qty.
Time
Tasks
Waits
Handoffs
File/Store
Decisions
Totals
Lead/Cycle/Elapsed Time: <# unit >
Travel distance:
Percent complete and accurate (%CA)
FTEs: <full-time equivalent staff>
Takt Time:
Customers served per time period
Customer satisfaction rate
Transactions per time period:
Others?

48. Process Data [ ] % reduction in lead time [ ] % reduction in task time
December 2013
Kaizen Facilitator Training
Process Data
Current State
Qty.
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

49. Process Observations Strengths Weaknesses / Pain Points
Act
Plan Do
Study
Process Observations
December 2013
Kaizen Facilitator Training
Strengths
Weaknesses / Pain Points
Where does the process work well?
What are value-added steps?
Where are the 7 wastes?
Defects
Overproduction
Waiting
Non-utilized staff talent
Transportation
Inventory
Motion
Extra processing
For more complex projects you may find it helpful to use an Affinity Diagram to group wastes into categories/themes and then prioritize the themes using a Relations Diagram.
DOWNTIME acronym

50. Minnesota Office of Continuous Improvement
July 2014
Define Future State
Training Purpose Statement:
Lean 101
Lean 101 is a half-day (3 hour) training session that introduces public sector employees to Lean principles, methodology, tools and terminology.  At the conclusion of this course participants will know how to "think Lean" and apply Lean methods and tools to improve the quality and efficiency of their services.  Basic components covered include:
Lean history and benefits
PDSA
7 Wastes 5S
Kaizen (rapid improvement events)
Standard work
5 Whys
Visual management
Note: While there are no prerequisites for this course, Lean 101 is a requirement for many other CI related courses.
What we want our process to be
Department of Administration

51. Barriers to the Ideal Process
December 2013
Kaizen Facilitator Training
Barriers to the Ideal Process
Poor Information
Missing information
Inaccurate information
Assumptions
Poor Information Flow
Hand-offs
Waiting
Poor sequence
Confusion on flow
Linear processing
Organizational structure
Information/Knowledge silos
Reference the Ideal process and Lean Rules info in earlier slides. Also refer them to the handout: Overcoming Barriers to the Ideal Process

52. Brainstorm Improvements
December 2013
Kaizen Facilitator Training
Brainstorm Improvements
Purpose: Leverage the team’s creativity to identify improvement opportunities
Guidelines:
Defer judgment
Strive for quantity:
No/low cost ideas
Innovative/bold ideas
Document all unique ideas
Combine and build on ideas
Brainstorming is:
A versatile tool for working with groups to solve a problem
Extremely useful in obtaining input from all group members
Designed for creative collaboration by groups
Set a goal of 10 ideas per person if you have a team of 6-8 (less ideas for larger groups)

53. Brainstorm Process
Silently record as many ideas as you can think of that will help achieve the project objective, remove process wastes, and move the process towards your vision of success (10 minutes).
In a round robin fashion, state one of your ideas until the facilitator has documented all unique ideas from the team
Remove duplicate ideas from your list once they have been documented by the facilitator
Ask questions and build on ideas

54. Prioritize Ideas # # # # # # # # # # # # Resource Intensive
IMPACT
DIFFICULTY
Top Recommendations
(high impact + low difficulty)
Resource Intensive
(high impact + high difficulty)
Poor Ideas
(low impact + high difficulty)
Low Hanging Fruit
(low impact + low difficulty) # # # # #
Quick Hit
This exercise is an expected Kaizen activity however there are two approaches to using this slide:
Use it to organize all recommendations prior to including them on the previous slide. Then, only record the top recommendations. This slide may or may not need to be included.
Record all recommendations on the preceding slides, prioritize all of them and record them here. (Recommended)
This activity shouldn’t take much more than 1 hour # # # # # #
Quick Hit #

55. What are our Quick Hits?

56. Map Future State Agree on improvements Create Future State Map
Assign time to tasks and waits
Characterize process (value added steps)

57. Expected Improvement Current State Future State Tasks Waits Handoffs
Quantity
Time
Tasks
Waits
Handoffs
File/Store
Decisions
Totals
<> % reduction in lead time
<> % reduction in task time
% Change = (Current hours – Future hours)/Current hours) x 100

58. Develop an Action Plan # Action Item (Task) Owner Timeline Status 1.2. 3. 4. 5. 6. 7.

59. Establish Performance Measures
What critical few measures will answer:
Did we achieve our goal?
How well did we do?
Is anyone better off? What was our impact?
Use measures to:
Validate results
Inform decisions regarding adjustments
Set future targets for improvement
Communicate with stakeholders – share success and lessons learned

60. Develop Standard Work PROCESS PROFILE Title: Date: Department/Office:
Owner:
Process Purpose/ Description:
Ideal Process / Desired Future State
Scope: (first and last step in process)
References: (applicable federal, state and district requirements/policies/procedures)
Customers: (from SIPOC Diagram)
 Customer Requirements
Suppliers: (from SIPOC Diagram)
Supplier Requirements
Tool/Equipment Requirements
Templates and Forms (inputs & outputs)
Process Map/Steps
Roles and Responsibilities (RACI Diagram)
Glossary
Training
Performance Measures: (2-3 success indicators)

61. Share Team Recommendations
Complete and deliver Project Report Out
Kaizen Report Out Presentation Template:

62. For More Information Mary Jo Caldwell |CI Director
December 2013
Kaizen Facilitator Training
For More Information
Minnesota Office of Continuous Improvement
Dept. of Administration, State of Minnesota
MN.gov/Lean |
Mary Jo Caldwell |CI Director
Office: |
Cristine Leavitt | CI Consultant
Office: |
Cathy Beil| Improvement Data Coordinator
Office: |
CI Users Group (MN.gov/Lean)