1. Yellow Belt Training 10 Step Kaizen Process
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2. The Plan-Do-Check-Act Cycle
10 Step Kaizen Process:

3. 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

4. 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.

5. 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

6. 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

7. 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

8. 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

9. 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

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

11. 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.

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

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

14. 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

15. 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

16. 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?

17. 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

18. Step Three: Visualize The Future Situation
Before
After

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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