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What is Kaizen? Stephen R Depoe

Conducting Kaizen Events

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I schedule to follow for conducting Kaizen events

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Page 1: Conducting Kaizen Events

What is Kaizen?

Stephen R Depoe

Page 2: Conducting Kaizen Events

Kaizen Tools

• Kaizen is Japanese for revolutionary improvement• Kaizen is the organized use of common sense to

improve cost, quality, delivery, and responsiveness to customer needs.

• A Kaizen blitz involves a Kaizen activity in a specific area within a short time period.

• The Kaizen blitz, using cross-functional teams in a three to five day period, results in a rapid workplace change on a project basis.

Page 3: Conducting Kaizen Events

Kaizen Terminology

• Kaizen – Incremental change for the better• Kaikaku – Radical change• 3 M’s

• Muda Waste• Mura Abnormality• Muri Strain or Stress

• Jidoka – Automating the detection of any abnormal product or condition

• Takt Time – The pace at which the customer is demanding product

Page 4: Conducting Kaizen Events

Muda is Waste

• Waste Comes in many forms, described using the “Seven Wastes”:1. Transportation (moving material/product from one place to

another)2. Inventory (material/product/information waiting to be

processed)3. Motion (excess movement and/or poor ergonomics)4. Waiting (delays caused by shortages, approvals, downtime) 5. Overproduction (producing more than is needed)6. Over processing (adding more value than the customer is

paying for)7. Defects/Rework (doing the same job/task more than once)

Page 5: Conducting Kaizen Events

Expectations of reducing Muda

Less Labor RequirementsLess Space RequirementsIncreased FlexibilityDecreased Costs

Less Labor RequirementsLess Space RequirementsIncreased FlexibilityDecreased Costs

Improved QualityImproved ResponsivenessIncreased InnovationIncreased Employee Enthusiasm

Improved QualityImproved ResponsivenessIncreased InnovationIncreased Employee Enthusiasm

Page 6: Conducting Kaizen Events

When to use Kaizen?

• When the scope and boundaries of a problem are clearly defined and understood

• When results are needed immediately – i.e., capacity constraints, setup reduction, acute quality problems, safety/ergonomic issues

• In the early stages of a project to gain momentum and build credibility

• As a change agent when there is resistance to stimulate change

• As a project launching tool leading to multiple follow-on projects

• Always use Kaizen as a continuous improvement tool

Page 7: Conducting Kaizen Events

Improvement Spectrum

Time to Execute

Early Project Quick Wins, 5S, Setup Reduction, Operational

Flow

More Complex analysis and improvement tools,

Pull Systems, Statistical Analysis, Kanban, Inventory Sizing, WIP Control,

etc.

Most Complex analysis and improvement tools, RSM, EVOP, Mixture

Designs, S&OP, Product

Reconciliation, Supplier Kanbans,

DOE, FMEA, Marketing

Strategy, etc.

Strategic – Analysis Focused

Tactical – SolutionFocused

Scope

‘‘Quick Wins’ or KaizenQuick Wins’ or Kaizen

RigorousRigorousLean and SixLean and SixSigma Tools Sigma Tools

AdvancedAdvancedLean and SixLean and SixSigma Tools Sigma Tools

Page 8: Conducting Kaizen Events

The Approach

• The Kaizen Approach is composed of 3 segments:A. Pre-event Prep: Identify and plan narrowly scoped

events• Reducing defects in order entry

• Implementing marketing metrics

• Performing customer surveys to get VoC

B. Kaizen Event: measure, analyze, implement, and control improvements in one week

C. Follow-up Actions: remaining action items must be completed within four weeks after event

Page 9: Conducting Kaizen Events

The Prep-workPreparation Phase (1-2 weeks before start of event)

• Develop Kaizen Mandate

• Data Collection/Analysis

• Team Selection/Notified

• Scope Identified• $$ Savings Determined• Process Map

• Resources Alerted• Create “Specialized”

Training• Logistics Arranged

Page 10: Conducting Kaizen Events

• Keep The Team Busy!• Tendency for emails, voicemails, etc.

• Event will be stressful• Forcefully stay on track• Be a part of scope and team selection if possible• Plant seeds but don’t overpower the team with your

ideas• Give something back to area personnel

Facilitation Keys

Page 11: Conducting Kaizen Events

Team Rules

• Be open to change• Maintain a positive attitude• Never leave disagreements unspoken• We’re not interested in assigning blame – only in creating

solutions!• Practice mutual respect• Treat others as you want to treated• One person, one vote – position doesn’t matter• The only stupid questions are the ones not asked• Have fun!• Understand the process, and…JUST DO IT!

Page 12: Conducting Kaizen Events

Typical Kaizen Weekly Schedule

Finalize

Pre-Event Prep

8AM

Monday Tuesday Wednesday Thursday Friday

12PM

4PM

6PM

10AM

2PM

Kaizen Kickoff,

Lean/Kaizen Training,

Specialized Training

Measure

(Present State Analysis)

Measure

(Present State Analysis)

Analyze

Lunch LunchAnalyze

Brainstorm Ideas,

Idea Effort/Impact,

Idea Prioritization,

Future State Design

Mid-Wk Review

Process Part Design Review

Future State Des

Future State Des

Implement

Improvements,

Perform Process Participant Training,

Tweak Design

Implement Improvements

Lunch Lunch Lunch &

Celebration

Final Presentation

Implement

Improvements,

Perform Process Participant Training,

Tweak Design

Create and Implement

Standard Work,

Measure Future State,

Calculate Actual Benefits

Create Final Presentation

Finalize Future State,

Complete Training on

Standard Work

Page 13: Conducting Kaizen Events

Monday Detail

Monday • Team Training

• What is a Kaizen?• Project and Goal Background• Present Data/Burning Platform• Specialized Training Geared Toward Project Goal

• Discovery• Team Spends Afternoon in Project Area• Gather Insights from Personnel• Observe Issues/Conduct Studies• Keep Detailed Notes

Page 14: Conducting Kaizen Events

Tuesday Detail

Tuesday

• Area Discovery (Cont.)• Team Spends Morning in Project Area

• Gather Insights from Personnel

• Observe Issues/Conduct Studies

• Back to Room to Brainstorm Issues• What was learned?

• Write down ideas

• Evaluate Studies

Page 15: Conducting Kaizen Events

The Tools

• Any tool may be used to aid the team during a Kaizen event from a Process Map to a Designed Experiment.

• Bottom line is you use any tool that is needed, as long as it can be successfully employed in the time given!• Pareto• Fishbone• Process map• Spaghetti Diagram• Lead Time/Takt Time• NVA Analysis • Time Studies

Page 16: Conducting Kaizen Events

Value ClassificationCustomer Value Add

• Does the task add form, feature, or function to the product or service?

• Does the task enable a competitive advantage (reduced price, faster delivery, fewer defects)?

• Would the customer be willing to pay extra or prefer us over the competition if he or she knew we were doing this task?

• Typical CVA Activities:• Stamping/Fabricating• Printing• Assembling

Non-Value Add

• If the customer knew we were doing this, would they request that we eliminate the activity so we could lower our prices?

• Does the task fit into either of the other two categories?

• Can I eliminate or reduce this activity?

• Typical NVA Activities:• Counting• Handling• Inspecting• Transporting/Moving• Stocking/Storing• All Rework Loops• Signoffs (approvals)• Delays (waiting time)

Business Non-Value Add

• Does this task reduce owner financial risk?

• Does this task support financial reporting requirements?

• Would the process of producing/selling the product break down if this task were removed?

• Is this task required by law or regulation?

• Typical BNVA Activities:• Order Entry/Processing• Purchasing• Sales/Marketing• Regulatory reporting• Internal Financial Reporting• Point of use material/tool retrieval

Page 17: Conducting Kaizen Events

Wednesday Detail

Wednesday

• Brainstorm Issues• Capture Ideas/Solutions

• Evaluate Studies

• Reduce and Prioritize Ideas• Affinitize Ideas/Solutions

• Utilize Effort vs. Impact Matrix

• Assign Numbers Based on Effort and Impact

• Midweek Status Meeting

Page 18: Conducting Kaizen Events

Process Improvements

Remember Lean Expert Principles • One Piece Flow • Variation Is The Enemy• Single Minute Exchange of Die (SMED)• Visual Controls• Kanban• 5-S Workplace Organization • Standard Work• Quality Imperative• Total Productive Maintenance• Defect Prevention (Poka-Yoke)

Page 19: Conducting Kaizen Events

Thursday Detail

Thursday

• Implement Solutions• Each team member acts on their assignments

• Review Progress• AM review of assignments

• Noon review of progress

• PM review of progress

Page 20: Conducting Kaizen Events

Friday Detail

Friday

• Continue to implement solutions• Each team member acts on their assignments

• Establish metrics to monitor performance

• Team presentation to management

• Celebrate

Page 21: Conducting Kaizen Events

Takeaways

• Focused, dedicated teams (3-4 dedicated days for entire team) can identify large opportunities – quickly

• Active follow-up must take place after sessions end to ensure projects are completed

• Many participants, when given the chance, will have great implementable ideas

• Tooling, maintenance, IT (as necessary) should be on call to implement Kaizen team ideas

• Communication to management and the team celebration are important

• Having a Champion own the process will help drive results and sustainment of the process

Page 22: Conducting Kaizen Events

Takeaways

• Use of simple, relatable examples helps drive results• Can require considerable follow up work for

Maintenance, IT, Cost Accounting, Production Control, etc.

• The Champion should work with Management to prioritize and align projects to strategic plan

• Top management must be involved (active in sessions) and supportive to sustain continuous improvement

• Great tool to launch projects and gain momentum• Kaizen schedule is intensive – yet fun.