Kaizen Overview Six Sigma Continuous Improvement Training Six

Kaizen Overview Six Sigma Continuous Improvement Training Six Sigma Simplicity

Kaizen Alternatives Within the Continuous Improvement tools arena, perhaps none is more critical than Kaizen (Rapid Improvement Events). While other lean tools may stand alone, Kaizens seek to change culture and processes through the utilization of many of the lean tools. Kaizens seek small daily improvements resulting in large yearly savings. s Compared to a DMAIC project, Kaizens focus on short-term “blitzes” to make immediate impact and change. The process of a Kaizen however, follows DMAIC. s

Kaizen Alternatives This section seeks to standardize the process of Kaizens in an attempt to provide useful tools allowing ‘first-time’ facilitators to ‘hit the ground running’ with a project of their own. One important concept is to start small and tackle the more complex problems at a later-date once momentum is built and the kaizen process has been understood. s Some of the tools include a Kaizen Schedule, Kaizen Area Improvement Sheet, 7 W and 6 S forms, Area Action Form, Prioritization Matrix, and a Problem Record Sheet. s

Kaizen Overview Kaizen is one of the critical tools of Lean Error Proofing Kaizen Continuous Improvement Problem Solving Standardized Work TPM Quick Changeover Teams Visual Management 6 S Kanban s

Kaizen Overview s What is Kaizen? (Ky-Zen) Continual Improvement Kai = Change Zen = Good (for the Better) The Basic Philosophy Is to Involve All Employees in Small, Daily Improvements in Their Work Areas.

Kaizen Overview s Benefits of Small Daily Improvements 20% (One Time) 1/10 of 1% (Every Day) 20% Improvement (One Time) 1/10 x 250 Workdays 25% Improvement Per Year

The Kaizen Process FIRST- Standardize, Do, Check, Act (Ensure process is stable) THEN – Plan, Do, Check, Act D Plan Identify Waste Collect Data Identify Desired Result Find a Solution M Do Implement Solution A I, C Did not achieve desired result Check Evaluate Did achieve desired result Act Standardize Prevent Recurrence

Kaizen Overview What is a Kaizen Event? s A Kaizen event is a planned event (1 -7 days) of intense improvement activities directed at specific areas of the business toward a larger goal s Kaizen events are essentially narrowfocused, short-term DMAIC projects. These can ALSO be done as part of any BB or GB project. s A Kaizen event is a cycle of improvement s How do I do a Kaizen? s You do a Kaizen the same way as a QMAIC project and using PDCA s

Kaizen Cycle of Improvement A Kaizen follows a cycle of improvement

Kaizen Overview Kaizen concentrates on improving several aspects of the business: – Kaizen concentrates on improving several aspects of the business: § Quality § Safety Value to Customer § Delivery Pull System § How? Waste (Muda) Elimination Working to Takt Time 1 -piece Flow TPM 6 S

Benefits of a Kaizen s Teamwork Everyone is able to participate and make improvements s No one individual, but a team, make the improvements s s Communication s s Improved relations between associates and management Education s s Improved problem solving The more you teach someone to fish the more than can feed themselves

s Benefits of a Kaizen Awareness Understanding of broad issues and objectives of the organization as a whole s Better understanding of Continuous Improvement and the challenges involved with Change s s Confidence s s Stronger feelings of self-worth Empowerment Increased control over the job and work environment which fosters ownership and commitment to the change process s All employees now feel as they have a voice in the process s

Kaizen Schedule Define (Plan) Measure (Do) Analyze (Check) Improve & Control (Act)

How is a Kaizen Done? s Groundwork Period: (D-Phase/Plan)

Kaizen Groundwork Period s Determining Areas of Improvement

Kaizen Preliminary Day s Preliminary Day: (D-Phase/Plan)

7 W Form

6 S Form

Kaizen Day 1 s Day 1: M-Phase/Do

Kaizen Day 1 s Identify and Track Improvement Actions

Kaizen Day 1 s Prioritize Actions: (Can use Project Prioritization Matrix) High Priority Low Cost to Implement Work Methods (Man) Methods Materials Low Priority High Cost to Implement Machine

s Kaizen Day 1 Suggestions: s Take pictures and document the ‘BEFORE’ setup! s You may also list these on a ‘Problem Record Sheet’

Kaizen Day 2 s Day 2: Analyze/Check s Test/Pilot/Verify Solutions

Kaizen Day 3 s s Day 3: Improve & Control (Act) Complete Final-Report out to Management and Sponsors

s s s Kaizen Event Guidelines No rank on team, each person gets one vote (similar to brainstorming techniques). Be creative, practical, and open minded to other ideas (“Think-outside-of-the-box” and break Paradigms) Don’t blame others and ALL questions are good questions Accomplish as much as you can during the Kaizen event Document results with pictures for presentation to show verification HAVE FUN!! This is the time to work on culture change!

Information to Review at Initial Roll-Out Meeting Overview of Process s Key Factors for Success: s s s Composition of team Team member background Management Commitment Up-front agreement and understanding Employees are the greatest resource s give them the tools, training, & support to do a great job

Workshop Composition of Team s Involvement of All People Affected by Changes s Support and Commitment of Top Management s Upfront Agreement and Understanding of Workshop Requirements s

Team Members s Representatives from these areas: s Operators from area (2 from each shift) s Technical Resources s s s Industrial, Process, and Design Engineers Maintenance Management (middle to upper levels) Administration Operations / Manufacturing Optional Representatives from Quality, Materials, Union

Desired Background of Workshop Team Members s Knowledge & Experience of the Process Being Studied s Team Player s Willing to Change s Positive Mental Attitude s Innovative and Creative s Able to Think Beyond the Current Way of Doing Things s Recognize & Accept that the Workshop May Involve Long Hours

Management Support & Commitment Required s Clear Empowerment to Team Members to Make Change s Presence of Top Leadership at Kick-Off & Wrap-Up Meetings s Demonstrate Support by "Dropping In" at Various Times During the Workshop s Expectation of Workshop Outcome Conveyed Clearly to Team. s "Champion" Identified to Support the Process and Deal with Roadblocks s Provide Recognition & Feedback

Managerial Responsibilities and Support Commitment to Support Action Plans that Deal with Productivity Issues Such as s Cross Classification s Multi-Function Operators s Manpower Reductions s Work Element Changes s Standardized Operations s Team Empowerment to Use Other Areas as a Resource to Address Issues Impacting Operations with Waste. s Support to Implement the Ideas or Action Plans that can be Accomplished During the Workshop Period s

Managerial Responsibilities and Support Review with Workshop Team Members and Worksite Personnel Prior to Workshop Beginning s Commitment to People Displaced s Company Expectations s Support for Making Change s Company and Process Competitive Position s Workshop Agenda and Scope s Ongoing Activities s Provide Information Regarding Issues Such as Quality, Productivity, Safety, Delivery, Cost Drivers and Schedule Performance s

Managerial Responsibilities and Support Recommendation for Workshop Focus (e. g. Current Problem Area) or Concurrence with Workshop Facilitator Suggestion s Understanding that Workshop Facilitators will Push Group to Reach for Solutions to the Opportunities Found, Potentially Impacting Sensitive Issues s Providing the List of Team Members within Sufficient Time for Workshop Facilitators to Review and Adjust if Necessary to Achieve the Desired Composition and Background s Reviewing "Kaizen Activity Coordinator Package" and Having all Aspects Completed Prior to Workshop Facilitator's Arrival. s

During The Workshop The Involvement of the Targeted Area Team Members (Operators, Technical Support, Supervision, Maintenance etc. ) is Critical to the Success of the Workshop. Let Them Know how Important Their Input and Support is. s Top Management Support of Process Must Be Displayed s Team Member Reviews are Necessary Before Changes to Targeted Area are Made s Establish Target Date for Follow-Up s

Post-Workshop Activities Complete Action Plan Items From Workshop s Prepare a Plan to Implement Workshop Concepts Throughout Facility. Continue Implementing! s Follow-Up and Review Status / Progress on Action Plan Items. Determine New Action Plans. s

Workshop Preparation Distribute all printed materials for learners s Apply visual controls to model process, use workplace organization s Set Target Floor Area Facilitator materials by exit for them to carry to their rooms s Set up message board, beeper check table, flip charts s

Conduct The Workshop Discuss the Purpose of the Workshop Conduct Hear, See, Do Sessions Close the Workshop Finalize Commitment to Workshop Results Introduce the Follow-Up Plan Review Impact to other Standardized Processes s Report Cost Savings s Discuss Workshop Continuation for Visiting Guests s Break Down Main Classroom s s s

Follow Up s s s s Complete the Contract Complete the 30/60/90 Results Review New Initiatives Reassess Customer Needs Monitor Changes to Sponsor Approval Update Cost Savings Progress Complete the Monthly Reporting Form

Kaizen Overview Six Sigma Continuous Improvement Training