0. 4/23/2017
Kaizen Concepts
2268REALa_Kaizen_Master_Checklist.xls

1. The Breakthrough Strategy Process Check
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The Breakthrough Strategy Process Check
1. Select Output Characteristic
2. Define Performance Standards
3. Validate Measurement System
4. Establish Baseline Process Capability
5. Define Performance Objectives
6. Identify Variation Sources
Screen Potential Causes
Discover Variable Relationships
Establish Operating Tolerances – Implement Improvements
10. Validate Measurement System
11. Determine Final Process Capability
12. Implement Process Controls
Kaizen principles lay the foundation for identifying variation sources
They may prove useful in establishing the baseline process capability
Kaizen could be adopted as a strategy, and used throughout the 12 steps. On the statistics side of Sigma Lean, the same could be said about Design of Experiments. In both cases, we are focusing on them as tactics useful within the 12 step strategy.

2. 4/23/2017
Learning Objectives
By the end of this module, the participant should be able to:
Define Kaizen and its basic principles
Understand why Kaizen is an effective approach
Plan and prepare for a Kaizen event
Conduct a Kaizen event
Complete Kaizen follow up activities 1 2 3 4 5 6 7 8 9 10 11 12 D M A C I

3. 4/23/2017
What is Kaizen?
A Japanese word meaning incremental continuous improvement which involves cross-functional teams working together. To better understand Kaizen, consider these three steps:
Education – You can read about Kaizen
Training – You can also be taught Kaizen
Experience – But you really learn by doing Kaizen
Use this slide to define Kaizen. Stress the fact that Kaizen is a key component to the 12 step breakthrough strategy. In some places it is the continuous improvement philosophy or approach to running the business. It is NOT simply a workshop event.
The Kaizen process is a self-learning process. Developing the ability to effectively practice Kaizen to bring about real change and improvement as needed – requires experience gained through repetition of the application of key principles and tools
“Kai” means “Change”
“Zen” means “Good”

4. Kaizen Principles…# 1-5 Get rid of old assumptions
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Kaizen Principles…# 1-5
Get rid of old assumptions
Look for ways to make things happen
Say “No” to status quo
Don’t worry about being perfect – Start now
It does not cost money to do Kaizen
Use these two slides to present these ten principles of Kaizen. Then, discuss whether or not the organization has done Kaizen previously. If yes, discuss what worked well and what issues were encountered. If not, share from your own personal experience with previous Kaizen events.
A Kaizen event is a great opportunity to test some of those ideas you’ve been to busy to try

5. Kaizen Principles…# 6-10 If something is wrong, fix it on the spot
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Kaizen Principles…# 6-10
If something is wrong, fix it on the spot
Good ideas come when the going gets toughest
Ask “Why” five times to get to the root cause
Look for wisdom from ten people rather than one
Never stop doing Kaizen
Ask the class about their perception of the current business condition. Is there a sense of urgency for improvement?
Use step 9 to bring up the importance of the social side of change, which we’ll be pursuing in the Breakthrough Change Strategy modules.
Whether real or imagined, we need to have a sense of urgency about continuous improvement

6. Why Kaizen Works We break down long established paradigms
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Why Kaizen Works
We break down long established paradigms
We focus on improving quality, delivery and cost
We introduce employees to the benefits of the Lean Enterprise culture
We create a positive attitude towards change and success
We deliver useful, measurable results
And we accomplish it in a short time period
This slide will reveal progressively. Review the points on this slide to reinforce why Kaizen is an effect approach to improvement. Discuss the potential impact of Kaizen on the organization with the participants.

7. General Expectations – Kaizen Workshop
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General Expectations – Kaizen Workshop
An event on the floor or in the office
Observe with your own eyes
Identify and eliminate waste
Take action to improve a process or product
Focus on results – Not talk!
20% learning – 80% doing
Share these expectations with the participants. The event is to be conducted for a specific product/process or product family.

8. Kaizen Process Map things “as they are” using Value Stream Mapping
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Kaizen Process
Map things “as they are” using Value Stream Mapping
Measure current performance
Eliminate what does not add value
Flow Value-Added activities
Brainstorm and implement improvements
Train employees in new process
Test changes
Measure again
Put in controls to sustain gains
Present and celebrate the accomplishments!
Suggest that the teams follow this basic process. Note how it relates to the 12 step process.

9. Four Phases Of A Kaizen Event
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Four Phases Of A Kaizen Event
2-6
Weeks
Evaluation
Planning / Prep
1 Week
Event
Read over the four phases
Point out the commitment of time and resources our company is making in this process
Workshop leaders, with help from people in the organization, typically spend weeks with the first 2 stages.
The actual workshop covers approximately 1 week
Follow up is ongoing and the responsibility of area management not the Sigma Lean organization.
Ongoing
Follow-up

10. Kaizen Events And Workplace Organization
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Kaizen Events And Workplace Organization
Kaizen Event – Standard Work For An Event
Event Elements
Document
Reality
Plan
Countermeasures
Check
Make Change
Verify Change
Quantify Results
Make This The
In a Week!
Celebrate
Do It Again!
Identify Waste N S E W L A ?
KAIZEN
Abnormal
Normal
v.s. VA
NECESSARY
REDUCE
NVA T O D R I V M U / C X
Target Matrix
UNNECESSARY
Start Here
New Standard

11. 4/23/2017
Kaizen Project Selection Criteria Getting Started – Desirable Characteristics
Clear and measurable outputs
Have management support
Satisfies a business need
Highly visible process or location
Availability of resources
A simple, easy to understand process
A stable repeatable process
A self contained process
An easy project – confidence builder
A process highlighting the workers contributions
Emphasize; focus, scope, and impact.

12. Kaizen Project Selection Criteria – Undesirable
Out of control processes
Unreliable equipment
A machine or process that is not capable
An unnecessary improvement
Any project that immediate improvement can’t be completed due to technical or budgetary reasons
A process highly dependent on outside influences
Focuses on spending capital to make improvements

13. Pre-Kaizen Event Activities
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Pre-Kaizen Event Activities
Before the workshop
Choose target area for event
Develop charter
Scope and boundaries
Definition of deliverables
Select cross-functional team members
Assist with logistics/resource issues
Eliminate roadblocks to success
Engage the workers in dialogue about Sigma Lean
Help them identify, “What’s in it for us?”
The Management Team is responsible to assist with charter development and to make certain the goals and objectives are well understood. The Team Leader and Process Owner work with the Black Belt/facilitator to determine the scope of the activity, clarify the boundaries, and define the workshop deliverables.

14. Selecting Kaizen Participants
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Selecting Kaizen Participants
Select people who do the work in the targeted area with
Process knowledge
Specific skills in area or related areas
*Note – Should be people who will own the process after the event
Leaders
Influential skeptics
Supervisors, managers, and technical experts
Stakeholders impacted by the Kaizen results
Selecting team participants is critical -- they must include representatives from the focus area, supplier and customer areas who have experience, knowledge, and credibility.
In a multi-shift process, representatives from all shifts should be on the team.
Remember to include resource reps from support groups, such as Tooling, IE, ME, IS, Liaison Engineering, Facilities. They are vital when information and action are needed to get things done (such as IS people to link workstations or forklift operators to move equipment).
Facilities and computing support, for example, might be on-call participants.
Stakeholders may include
Union representatives
Safety representatives
Regulatory representatives
Representatives from the customer and supplier processes.

15. Management And Employee Education
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Management And Employee Education
Educating management to understand Kaizen process is vital
Educating employees in the Kaizen process will assist in getting the workshop off to a running start
Management and employee education are important parts of the entire Kaizen experience. This education will expose managers and employees to Lean principles and address their concerns and questions about the Kaizen
Management education may last from 1 hour to all day, depending on the existing level of knowledge. Tailor the education to fulfill the need.
Team member training is typically as needed during the event
There’s no such thing as over communicating
If we don’t tell them what’s going on, they will come to their own conclusions

16. Phase 1: Evaluation Opportunity Products and flow Processes Equipment
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Phase 1: Evaluation
Opportunity
Products and flow
Processes
Equipment
Workplace organization
Readiness
Need for rapid improvement
Enthusiasm/Spirit
Culture
Decision to continue
Purpose:Provide Management with an evaluation of the organization’s readiness and the potential for improvement from a Kaizen.
Starts with: Meeting between the workshop Leader(s) and the management team to discuss expectations, identify key people, establish a schedule for completion of the assessment, etc.
Performed The Workshop Leaders
by:
Looks at: Talk to the information on the chart
Ends with: Report out to Management to review findings and recommendations, and a decision about going on.

17. Phase 2: Planning And Preparation
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Phase 2: Planning And Preparation
Boundaries
Are any areas or processes off limits?
Objectives
Remember: Small steps are better
Management education and expectations
Data collection
Critical for monitoring success
Detailed plan for success
Purpose: Develop a plan for a Kaizen event that is tailored to the area.
Who: Workshop Leader with help as required from the organization’s management team and other key individuals.
What: Define boundaries, specific area, processes, and products upon which to focus in the workshop. Define the Workshop objectives and the approach to be used in the workshop to achieve those objectives.

18. 4/23/2017
Master Checklist
The Master Checklist is a reliable method to schedule logistics and tasks for the Kaizen event
It is separated into time-oriented tasks
Going through the checklist will help ensure success
See example: 2268REALa_Kaizen_Master_Checklist.xls
Suggest they print it out and hang it up in their work area.

19. Creating The Kaizen Agenda
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Creating The Kaizen Agenda
Every Kaizen may have a unique agenda
Typical formats include 3-7 day events (duration depends on the complexity of the Kaizen)
Focusing the agenda will increase the success level of the Kaizen (be sure to allow plenty of time for improvement activities)
Core team members should sign off on the agenda
3 day events are good for very focused Kaizens.
Example: would be a setup reduction event on one piece of machinery.
Seven day events are similar to 6 day agenda with both Thursday and Friday being used for training or additional data collection.
Examples: 1) An event where multiple improvement techniques are being used or the team being trained is new to Lean. 2) Some events between supplier and customer where both the material and information flows are being address my require more time.
Provide time for the whole Kaizen Team to come together each morning and afternoon. This time will be spent looking at what’s been accomplished and what’s planned next.
Each sub-team is responsible for reporting their progress and plans.
At the end of each workshop day, have each sub-team plan what it will do tomorrow.

20. Typical Kaizen 5 Day Event
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Typical Kaizen 5 Day Event
Monday
Vision, expectations and charter review
Lean education and situation analysis (education can also be mixed in throughout the Kaizen where appropriate)
Identify implementation teams and give assignments
Daily report out (Event Leader, Facilitator and appropriate management only)
Tuesday through Thursday
Morning and after lunch updates (15 minutes)
Use improvement methods, implement improvements (simulate if necessary)
Daily report outs (same attendees as Monday)
Friday
Implement
Check results, final report out, and celebration

21. Phase 3: Conducting The Event
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Phase 3: Conducting The Event
Make sure the expectations are clear
Maintain the “spirit” of Kaizen
Assign teams according to process and technical knowledge
Keep management and other interested parties informed of progress during daily report outs
Solve issues and remove road blocks as quickly as possible
Most important, take advantage of the momentum and improve the process during the event (quick and crude is better than slow and elegant)
The actual workshop is 1 week of learning by doing.
20% education, 80% doing
Mon: Education in basic principles: Focus is on identifying waste, simulations, spirit of improvement, and a process walk.
Tues: Apply improvement methods learned. Workshop members develop a vision for their areas and identify, plan, and prioritize the projects that will enable their vision to be achieved.
W/Th: Workshop members receive additional education on improvement methods as necessary, but the focus is on developing and implementing their project action plans
Fri: Workshop members prepare for report out to management on what they’ve accomplished during the week and status on any remaining action items.
Take no action and nothing will happen.

22. Typical Kaizen Tools Value Stream Map Spaghetti Chart Process Maps
Pareto Charts
Fishbone Diagrams
Standard Work Sheets
FMEA (Failure Modes and Effects Analysis)
Takt Time
Load Charts
Waste identification tools
VA / NVA analysis (could be Value Stream Map)
Brainstorming
5S – Workplace organization

23. Daily Report Outs Tell what happened during the day (overall)
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Daily Report Outs
Tell what happened during the day (overall)
Inform management of the day’s progress (specific)
What was accomplished
Where the team needs help (support from other areas, discussion with uncooperative team member, etc.)
Actions/Homework for tonight
Plan for tomorrow
Identify additional training (if needed)
These are opportunities for the team to elicit help from leadership with regards to barrier busting. Its leadership’s opportunity to redirect the team if they’ve strayed or changed the project scope.

24. Final Report Out Tell the story of the workshop
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Final Report Out
Tell the story of the workshop
Inform the audience of the week’s events
What the team(s) set out to accomplish
What was accomplished
Follow-up actions required to make the improvements hold
Key learning points

25. Phase 4 – Kaizen Follow Up
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Phase 4 – Kaizen Follow Up
It’s an ongoing process
Hold the gains and keep moving forward
Establish regular progress reviews
Critical to continued success
Will facilitate expansion of principles and ideas into other areas
Management must be engaged and lead follow-up activity
The most important part of an Kaizen is often the most overlooked -- holding the gains and the momentum. This can be done by focusing on working to the new standard operations developed during the Kaizen. Ensure metrics are in place to measure the new process.
A follow-up meeting is essential to continued success of the area, and should be held the first open day after the Kaizen. During the meeting:
Review all newspaper items
Close items that have been completed
Add or revise items if required
Review what is working and what may not be working.

26. 4/23/2017
Key Learning Points

27. Objectives Review The participant should now be able to:
4/23/2017
Objectives Review
The participant should now be able to:
Define Kaizen and its basic principles
Understand why Kaizen is an effective approach
Plan and prepare for a Kaizen event
Conduct a Kaizen event
Complete Kaizen follow up activities

28. 4/23/2017
References
Standard, C. and D. Davis. Running Today’s Factory: A Proven Strategy for Lean Manufacturing. Cincinnati, OH.: Hanser Gardner Publications, 1999.
Laraia, A., P.E. Moody, and R.W. Hall. The Kaizen Blitz: Accelerating Breakthroughs in Productivity and Performance. Canada: John Wiley & Sons, Inc., 1999.

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