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How to Run a Successful
Kaizen Event Sam Darwin, P.E.
Project Manager
GaMEP at Georgia Tech
770-862-5312
Kaizen = Change For The Better
Kaizen is about deliberately constructing an
environment conducive to having ordinary
people creating and rapidly implementing ideas
in order to resolve critical business issues in a
sustainable way Stuart Ross, Ross International
AnalyzeAnalysis Team
Analyze
RecommendAnalysis Team
Implement Kaizen
Blitz
Decide Management Run Trials Team
ImplementImplememntation
TeamMake Standard
Charge Employees
Traditional Method
Slow But Sure
Mo
nth
sKaizen Method
Just Do It!
3 t
o 1
0 D
ays
Approach Comparisons
4
Benefits of Kaizen Blitz
Create Rapid Results
Powerful way that people can make a difference and generate quick victories
Shows that Leaders value input of everyone
Great way to attack low-hanging fruit
Great way to get improvements done that the employees have been wanting to do for a long time
Radical and completely re-engineered processes have come from Kaizen Blitz efforts
Can be applied to any almost any process (Mfg or Non-Mfg)
Invaluable in helping kick start a Lean Journey
5
Kaizen Process
1 Identification of Improvement Opportunity Prior to Project
2 Establish Objectives & Goals for the Team
3 Select the Team (cross functional team)
4 Training up front on process/tools to be used to attack the WASTE
During Project
5 Improvement work (the project)
6 Process check w/ management team to discuss status and teams direction
7 Test Improvements (possibly more than once)
8 Management Presentation (Results achieved)
9 Homework items to be completed
Post Project
10 Results monitored & Standardize
11 Repeat the process
Plan
Do
Check
Act
6
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
INTRODUCTIONS & LEAN & Kaizen TRAINING
ASSESSMENT
PRIORITIZATION / ACTION PLAN
CONTINUE IMPLEMENTATION
PREPARE PRESENTATION
11:00 - 11:30 Management Update Meeting
PRESENTATION
DISCOVERY DATA GATHERING
BRAINSTORMING 12:00 - 5:00 BEGIN IMPLEMENTATION
EVALUATION / TRAINING / METRICS
Typically Longest Day
Project Week
At the end of each day update Decision Maker(s) of teams progress
Day 1 Day 2 Day 3
Kaizen Event Charter
Project Description, Goals and Objective Metrics?
Boundaries what is off limits
Logistics forget it and suffer!
Team Members Proper choices
Give notice
Agenda
Facilitator Prep - research the current state and have a back pocket solution
Train the Team
Lean Introduction
Airplane Exercise
Tools specific to the event/opportunity (SMED, 5S etc.)
Goal is to educate but also to friend-raise
What is Lean?
Value Added (VA)
Those activities that transform
material/information into a finished
product
Non Value Added (NVA)
All other activities in a process
Most activity is NVA
8 Wastes:
Remember D-O-W-N-T-I-M-E
Defects - Rework or Scrap
Overproduction
Waiting of parts/people/machines/ paperwork
Not Using Ideas
Transportation of parts, people, paper
Inventory
Motion of people, machines
Extra Processing
Learn to see
these wastes in
your workplace.
What is Lean?
Focus on the Timeline
Product Leadtime
95% 5%
Traditional Focus
Lean Focus
Value Adding activities Non-Value Adding activities
Types of Kaizen Events Problem/Target
Format/Training Tool
Setup reduction SMED
5S 5S
Manufacturing process flow VSM/process flow map and airplane simulation
Admin or pre-production process VSM/process flow map & airplane simulation
Layout Process flow map/spaghetti diagram/5S/airplane simulation/relationship diagram
Lead-time reduction VSM and airplane simulation
On-time delivery VSM and/or forensic review of several past late orders
Miscellaneous Invent every time (discovery of current state, understanding of need)
Other Tools
Process mapping
Detailed walk through of the process
Discussion of observations
List similarities to the Airplane exercise
Waste ID exercise Post-Its
Key ask questions to get them to look . . . and see what you see . . . without you pointing it out!
Brainstorming & Prioritization
Members with equal chance to participate
Each member offers one idea at a time
No criticism or evaluation of ideas
No idea should be treated as insignificant
One conversation at a time
Informal environment
Think creatively
Record all ideas
Brainstorming & Prioritization
Impact
Probability of success
Ease of implementation
Cost
Quality issues
Management Update Meeting
30 minutes 1 hour (informal)
Present findings and recommendations
Time for management to ask questions, give
direction and the team to get approval to go
forward
Role of facilitator update/prep decision maker
prior to meeting
Implementation
Divide team into work groups
Develop action plan (milestones)
Regular communication with work groups
Where are you at?
Watch for flounderers
Gap fillers
SOPs, Creating documents / forms, etc.
Report Out
Team gives presentation
Practice at least one dry run
Format Introductions, Team Picture, Goals & Objectives
Findings (Data Analysis, etc)
Brainstorming Results
Implementation & New Procedures
Goal of the team is to accomplish as much as possible during the week!!
Minimize follow-up items
Results & 30 Day Follow-up Action Items
Recommendations
Presentation should follow weeks agenda!
Keys to Failure
Poor team selection
Facilitator not prepared
Brainstorming before they truly SEE the waste
and potential solutions judgement call
Lack of follow-up, no support for action item
accomplishment
Improper scope
Getting off course, sideline discussions