1. Yellow Belt Training 10 Step Kaizen Process
This product was funded by a grant awarded under the President’s High Growth Job Training Initiative as implemented by the U.S. Department of Labor’s Employment & Training Administration.  The information contained in this product was created by a grantee organization and does not necessarily reflect the official position of the U.S. Department of Labor. All references to non-governmental companies or organizations, their services, products, or resources are offered for informational purposes and should not be construed as an endorsement by the Department of Labor. This product is copyrighted by the institution that created it and is intended for individual organizational, non-commercial use only.

2. Introduction to Measurements for Control
A Brief Overview

3. Determine the Type of Measures for Control
TYPES OF MEASURES
Input Measures
(Effectiveness)
Process Measures
(Efficiency)
Output Measures
(Effectiveness)
Measures that
Are internal to
Your Process
Quality
Cost
Cycle Time
Value
Labor
Measures Used
To Determine
How well
Customer
Needs and
Requirements are
Met
The Key Quality
And Delivery
Requirements
Placed on Your
Supplier 3 3

4. Developing Lean Six Sigma Metrics
Better: DPU, DPMO, RTY (there are others, but they derive from these basic three)
Faster: Cycle Time
Cheaper: COPQ
In any process improvement initiative, the ultimate objective is to make the process:
If you make the process better by eliminating defects you will make it faster.
If you choose to make the process faster, you will have to eliminate defects to be as fast as you can be.
If you make the process better or faster, you will necessarily make it cheaper.
The metrics for all Six Sigma projects fall into one of these three categories

5. How to Measure Team performance can be measured using:
Ratios: These reflect the team’s effectiveness in terms of efficiency, timeliness, or use of resources.
Ratings: These are subjective scoring of satisfaction or opinion on a numerical scale, such as customer satisfaction. Ratings are typically accompanied by Team recommendations.
Outputs: These are the number of outputs vs. goals set by team.
Behaviors: For problem solving, team members can track their own behaviors, such as the percent of time spent on quality work.

6. How Many Measures to Collect?
Two to Three Output measures
Two to Three Input Measures
Seven to Ten Process Measures
Use the team Measures Worksheet to categorize and classify measures. 6 6

7. Team Measures Worksheet
The Team Measures Worksheet is used to help the team develop its final measures for control
A matrix is used to show the four types of measures in relation to the four categories of Quantity, Quality, Timeliness, and Use of resources
See the Team Measures Worksheet provided by the instructors.

8. Team Measures Worksheet
Ratios
Ratings
Outputs
Behaviors
Quantity
Quality
Time
Use of Resources

9. Steps 7 to 10 Step # 7 - Implementation of the Kaizen Plan
Step # 8 – Measure Record & Compare Results to Targets
Step # 9 - Prepare Summary Documents
Step # Create Action Plan & Sustaining Plan

10. Step Seven: Implement the Kaizen Plan
JUST DO IT!!!
Change the Layout
Improve the Work Method
Change the Information Flow
Observe closely when changes are made. (Note unexpected problems and resolve them “on the spot.”)

11. Kaizen Event 10 Step Process:
PLAN-DO-CHECK-ACT CYCLE
Measure, record and compare results to targets
Prepare summary documents
Solution
Planning
Solution
Design
Solution
Implemen-
tation
Solution
Follow-- up
CHECK 8 9

12. Step Eight: Record Results & Compare to Target
Track Targeted Metrics
Follow up with team members in the Focus Area
Document any problems and countermeasures that occur
Support team members as they become familiar with the changes made
Note favorable and/or unfavorable trends

13. Procedure For Standardization
Identify and Categorize a Condition to Standardize
Brainstorm Potential Control Ideas
Select, Test, and Adopt Control Ideas
Assign Responsibilities for Focus Area Operating Condition & Maintenance
Maintain and Monitor those Conditions
_______________________________________________________________

14. Control Examples
When the results are Favorable, Standardize to Control
Visual Work Instructions
Defects & Rework
Visual Control Display Board
Standardized Work
Standardized Work Bench

15. Example: Posted 5S Standards with Ownership
Process Owners
Standards for Control

16. Example: Process Sheets are Standards

17. Visual Controls
Simple Visual Signals that give the operator the information to make the right decision
Simple visual signals that are efficient, Self-Regulating and Worker-Managed.
Kanbans
Color Coded Die Sets, Tools or Pallets
Lines on the Floor to Designate Walkways, Storage Areas or Work Areas
Andon Lights

18. Example: Color Coded Tool Sets

19. Example: Lines and Labels for Material Storage

20. Example: Visual Control at Point of Use
High/Low Marking & Identification

21. Guidelines For Standardization
Make Standards Obvious and easy to see from a distance
Ensure Information on/near Operation or object it relates to
Make Standards Understandable by Anyone
Make sure Standards Accomplish their Purpose: An Organized, Orderly, Clean, Safe, and Efficient Workplace.

22. Step Nine: Prepare Summary Documents
Prepare reports as you go
Use “Before” and “After” sketches or pictures
Use Concise and Easily Understood Information
Use Visual Story Boards Format
Provide information to team members using Continuous Improvement Billboards, Weekly Meetings, News Letters, Breakfast Meets, etc.

23. Kaizen Event 10 Step Process:
PLAN-DO-CHECK-ACT CYCLE
Create short term action plan,
and on-going standards
and sustaining plan 10
ACT
Solution
Planning
Solution
Design
Solution
Implemen-
tation
Solution
Follow-- up

24. Step Ten: Create Plan to Sustain Results
If targets are met, trends are positive, Standardize to Sustain
Set Schedule for Follow Ups and Progress Checks
Define Sustaining Plan & Auditing Schedule
If results are Uneven or trends Negative, Repeat the Plan-Do-Check-Act Cycle!

25. Sustain Through Self-Discipline
Stick to the Rules, scrupulously
Must have “Buy-in” from workers and a change in work habits.
Proper Training of all workers has taken place
The Workplace is Well-Ordered and Run by “Agreed To” Standards

26. Sustain Through Audits
Auditing Means
Weekly Area Scores
Measurement Charts
Performance Checklists 26

27. Project Completion Activities
Teams Should Meet Weekly with Green Belts to Complete Solutions Implementation.
Secure Champions Approval for Improvements during the process
Develop Measurement & Control Documentation
Select, Test, & Adopt, Control Ideas
Finalize Measures for Control
Develop Visual Controls & Self-Regulating Work
Label Work Spaces & Use Kanbans
Develop Sustain Documentation
Area Score Cards
Measurement Charts
Performance Check Lists
All solutions should be completed within 8 weeks.
Prepare and Submit a Final Kaizen Report Containing all Documentation and Results to Champions & Instructors