1. Continuous Improvement (CI) Overview A quick review of principles, methodology, and tools

2. Learning Objective Provide Kaizen event team members with basic knowledge of CI principles, methodology, and tools to assist in their improvement project. 2

3. What is Process Improvement? Process – actions/steps taken to produce a service, product or result (How) Improvement – enhancing value or excellence Process Improvement – identifying, analyzing, and improving the steps we take to produce a service, product or result Quality + Timeliness + Costs = Productivity/Value 3

4. It’s about Process Simplification Eliminate tasks that do not add value Make things easy and intuitive for customers and staff Automate repetitive tasks so that employees can devote time to providing customer value and planning and implementing other improvements 4

5. Why Focus on Process? 5

6. Process Improvement Benefits Results & Value  Customer satisfaction  Staff morale  Quality  Account- ability Capture Knowledge  On- boarding New Staff  Risk  Reputation  Speed  Performance  Reporting  Consistency 6

7. What is CI? A time-tested method and set of tools to help us understand: What adds value to our customers How work gets done currently How we can identify root causes of problems What an “ideal / no waste” process looks like How we can improve performance CI embodies a way of thinking and acting to continually improve services and enhance customer value. 7

8. Why CI? CI helps us stretch our resources CI is easy to teach, learn & apply CI is scalable & applies to all work situations 8 CI IMPROVES RESULTS AND REDUCES COSTS!

9. What it's all about Meals Per Hour Meals Per Hour.mp4 9

10. Kaizen Event Example 10

11. CI Principles Customer Focus Value Respect Results & Measures Accountability & Transparency Continuous Improvement 11 Performance Excellence Culture

12. CI Methodology 12 Hold event Implement Action Plan Monitor progress and results – 30, 60, 90-day reviews Define project (Project Charter) Adopt/Adjust/A bandon & sustain improvement ActPlan DoCheck Following the Lean methodology to ensure knowledge creation and continuous improvement Challenge the status quo Validate assumptions

13. CI Concepts and Tools 7 Wastes 5S Poka Yoke Visual Management Kaizen (Kaizen Event) Problem solving tools 5 Whys Cause and Effect Analysis Standard Work 13

14. 7 Wastes 1.Transportation 2. Inventory 3. Motion 4. Waiting 5. Overproduction 6. Overprocessing 7. Defects * Underutilized Staff Creativity Tim Woods 14

15. 5S 1.Sort 2.Set In Order 3.Shine 4.Standardize 5.Sustain 6 th “S” for “Safety” 15 A simple method for creating a clean, safe, orderly, high performance work environment.

16. Poka Yoke – Error Proofing 16

17. Visual Management (2S) 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 18

19. Kaizen and Kaizen Events A Kaizen event is a facilitated, rapid improvement event that engages the creativity of employees to remove waste from a process. 19

20. Swim Lane Map Kaizen events use swim lane maps to document the current and future process 20

21. 5 Whys 5 Whys is a SIMPLE but 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. 21

22. Cause and Effect Analysis Fishbone diagram or Ishikawa 22

23. 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 23 “Where there is no standard, there can be no Kaizen.” Taiichi Ohno, Vice-President Toyota Motor Company

24. Recommendation Prioritization # # # # # # # # # # # IMPACT DIFFICULTY Top Recommendations (high impact + low difficulty) high impact + high difficulty low impact + high difficulty Low Hanging Fruit (low impact + low difficulty) 24 # # #

25. Action Plan 25 #Action ItemOwnerTimelineStatus 1. 2. 3. 4. 5. 6. 7.

26. For More Information 26 Minnesota Office of Continuous Improvement ‒Dept. of Administration, State of Minnesota ‒MN.gov/CI | Lean@state.mn.us Mary Jo Caldwell |Director ‒Office: 651.201.2560 | Mary.Jo.Caldwell@state.mn.usMary.Jo.Caldwell@state.mn.us Cristine Leavitt | Trainer and Facilitator ‒Office: 651.201.2567 | Cristine.Leavitt@state.mn.usCristine.Leavitt@state.mn.us