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The Plan-Do-Check-Act Cycle 10 Step Kaizen Process:

Kaizen Event 10 Step Process: PLAN-DO-CHECK-ACT CYCLE Define the problem Define the current situation Visualize the ideal situation Define measurement targets 1 23 4 PLAN Solution Planning Solution Design Solution Implemen- tation Solution Follow-- up

Step One: Define the Problem Examples: Line does not produce to customer demand First-pass-yield does not meet management expectations Change-over of X press is greater than 10 minutes Work-in-process inventory is measured in months, not days Etc… Note: Concentrate on one problem per project, if possible.

Complete Kaizen Mandate Sheet Problem Statement: Due to increased product sales, the Roller Department has not been able to keep up with the demand for Rollers, resulting in delayed and partial shipments, causing additional shipping costs (LTL’s) and increased customer dissatisfaction. Metrics: Grow the capacity of the Roller Department by 150%, from 200 rollers per day to 500 rollers per day, to meet the new demand. Team Members: Core Team Members: Team Consultants: 5

Kaizen Examples, Metrics or Goals: Reduce Production Lead Time Reduce Inventory Reduce Cost Increase Available Capacity Decrease The Area Footprint Reduce Order Lead Time Reduce Material and Operator Travel Distance

Step Two: Define the Current Situation Gather Information Before & After Photos Create a Workplace Scan Display Measure Progress Workplace Scan Checklist Spaghetti Charts KPIV’s or KPOV’s

Spaghetti Charts for Transportation Waste Of People For tools and tooling For material For information To complete the job cycle Of Material Incoming and outgoing Frequency of moves

Take “Before” and “After” Photos Photograph major problem areas Photos provide a visual benchmark Photos provide a visual measure of progress Choose strategic locations Remember to mark the locations Record locations and subjects

Force Field Analysis A Method to Analyze two apposing forces; those resisting change (Restraining Forces) and those favoring change (Driving Forces).

4 Step Process (Force Field Analysis) Step # 1 – Define Problem & Propose Ideal Solution Step # 2 – Identify and evaluate the Forces Acting on the Problem or Situation. Step # 3 – Develop & Implement a Strategy for Changing these Forces. Re-examine the Situation to Determine the effectiveness of the change and adjust if necessary.

Step # 1 – Define Problem Reality Ideal 1.) Define the Problem 2.) Propose and Ideal State

Step # 2 – Identify & Evaluate Forces Reality Ideal Facilitators Restrainers

Force Field Analysis - Example Starting a TQM Effort Facilitating Force Customer Driven Empowered Employees Team Environment Quality Improves Productivity Improves Stakeholders are happy Positive Change Occurs Restraining Force Managements Buy In Managements Participation Potential [E]mployee Layoffs Cost of Additional Resources Time Commitment Required Management’s Long Term Commitment Managing the changes from TQM

Step # # 3 – Develop & Implement a Strategy Develop Strategy to Change the Forces of the [S]ituation. Endeavor to Remove Restraining Forces First Need a balance between “Ease of Change” and “ Impact of the Change” With Restraining Forces Removed –Begin to Add Facilitating Forces

Step # 4 – Is the Solution Effective? Does the change Produce the Desired Results? Did the change have any Negative effects? Did the change influence any other employees, processes, or departments?

Kaizen Event 10 Step Process: PLAN-DO-CHECK-ACT CYCLE Define the problem Define the current situation Visualize the ideal situation Define measurement targets 1 23 4 PLAN Solution Planning Solution Design Solution Implemen- tation Solution Follow-- up

Step Three: Visualize The Future Situation Before After

Step Three: Visualize The Future Situation Get an apples-to-apples comparison by using the same tools as the current situation Redraw the processes, removing as much was as possible Anything goes, it’s just paper—we will worry about the barriers later

Step Three: Visualize The Future Situation Consider Lean Principles: Production paced to Takt One piece flow Built-in quality Separation of manual and machine work Separation of cyclical and non-cyclical work Minimize motion Minimize wait time Minimize walking time

Future State Procedure Review the Current State Data or Spaghetti Diagram Redraw minimizing travel distances Question all Current State Activities Ask: what if tools were located locally? How much material do we really need in the work area? Can the information flow to the operator? Document total value of RED Tagged items in a 5S Sort by disposition categories Document unexpected findings

Step Four: Define Measurement Targets Use Lean principles Describe results expected from the Kaizen Quantify measurements of the Kaizen results Obtain buy-in from all who may be impacted, including full management support Measures: Square Foot Area Reduction; Travel Distance Reduced; WIP Reduced; Workplace Checklist Score; Cycle Time Reduction

Kaizen Event 10 Step Process: PLAN-DO-CHECK-ACT CYCLE Brainstorm solutions to the Problem Develop Kaizen Plan Implement Plan Solution Planning Solution Implemen- tation Solution Follow-- up Solution Design 5 6 7 DO

Step Five: Brainstorm Solutions to the Problem Encourage “green light thinking” (anything goes) Identify barriers to achieving the ideal situation Identify countermeasure to overcome those barriers If the barrier can not be overcome right now, why not? Use facts, not opinions Use mock-ups, simulations and trials to test ideas

A Few Guidelines Look for “low hanging fruit” first Carry out the easy tasks first Make low cost improvements Get stakeholder buy-in, it’s their work area This is a test phase, you can make changes later

Step Six: Develop Kaizen Plan Go to “red light thinking” – pick ideas to implement From “try storming”, choose ideas to be duplicated, modify others & eliminate the rest Document the wastes to be eliminated Identify required resources Establish implementation responsibilities, due dates/time Inform impacted team members’ management and get buy-in