guide for planning & conducting a kaizen event
TRANSCRIPT
© Operational Excellence Consulting. All rights reserved.
Guide for
Planning &
Conducting
a Kaizen Event
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What is Kaizen?
• The Japanese word “Kaizen” (改 善) means
change (KAI) to become good (ZEN).
改 善Change Good
Kai Zen
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Value
• Value Added
Any activity that increases the form or function of the
product or service
Something the client or customer is willing to pay for
• Non-Value Added (Waste or Muda)
Any activity that does not add form or function or is not
necessary
No benefit to the client or customer
Things not necessary to run the department
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PRE-EVENT
PREPARATION
2
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Setting Goals
• Set a limited number of improvement goals to be
achieved during the event
• Prioritize multiple objectives
• Use S.M.A.R.T. criteria for goal setting:
S=Specific; M=Measurable; A=Achievable; R=Realistic; T=Timely
• Goals should be challenging – requiring real creativity
• Team should be involved in setting improvement targets
• Objectives may not be completely met
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Select the Team Members
• 4 to 10 people
• From across all levels and functions impacted
by the project
• Include experts – if they have open minds
• Include people with prior Kaizen experience
• Include outsiders from unrelated functions to
obtain different points of view
• Provide focused training to the team before the
event
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Preparing the Area, Materials and
Resources
• Obtain Materials, Equipment and Supplies
• Prepare the Area (arrange tables; U-shape is
best)
• Notify Support Personnel
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Tips for Success
• Ensure the team is between 4 to 10 members
• If the team will be bigger than this, and you are
a new team leader, find a co-team leader
• Ensure the team has a good cross-section of
experience, points of view, and includes the
customer (internal or external)
• Speak with the Team Leader before the event –
clarify roles
• Prepare but do not over plan
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Two Weeks Before Event…
Finalize Team Membership
Should be personally invited by the Executive Sponsor/Team Leader
Define Event Schedule
What training modules should be used?
Develop Event agenda
Determine time and place for mid-week reports and final Report Out
Develop Team Charter
Get buy-in from Executive Sponsor
Approval from PMO (to prevent duplication/coordinate lessons learned)
Publish Charter & Agenda to all Event Team Members and PMO
Send out „Invitation to Event‟ email to each member and Sponsor
Reserve a room for the week and Final Report Out
Reserve overhead projector
Make food arrangements – Lunch and coffee breaks
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THE
KAIZEN EVENT
3
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How to conduct a 5S Kaizen event
1. Set up a team
2. Define 5S Kaizen
charter
3. Decide on event
duration
4. Provide training
5. Conduct pre-event
assessment
6. Take pictures
7. Start physical work for
5S
8. Perform post-event
assessment
9. Document and close
10.Present to management
11.Recognize the teamThis document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/kaizen-event-guide-311
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Identify the Customer
• Value added is always determined from the customer‟s
perspective
• Who is the customer?
• Every process should be focused on adding value to the
customer
• Anything that does not add value is waste
• Some non-valued added activity is necessary waste
(“NVA-R”)
Regulatory
Legal
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Day 2 –
Understand
current situation
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Flowchart
• A flow chart is a graphical
or symbolic representation
of a process.
• Each step in the process is
represented by a different
symbol and contains a
short description of the
process step.
• The flow chart symbols are
linked together with arrows
showing the process flow
direction.
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Day 3 –
Develop future
state design
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Future State Layout
Current Future
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Develop Implementation Plan
• Will new skill sets be
required, and how to
achieve them?
• Is the current organization
structure sufficient?
• Are there cultural issues?
• Is there potential for “push
back”?
• Any implications for
suppliers?
• Implications for customers?
• Implications for team
members?
• Do current technologies
support the new process?
Are they available and cost
justifiable?
• Technology is an enabler,
not a solution.
• Does the reward system
support the new process?
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Mistake-proof the Process
• Mistake proof the
process.
• Take the magic out
and make it into a
repeatable science by
eliminating the ability
to make errors.
Figure out which method applies,
starting at the top.
Elimination
Replacement
Prevention
Facilitation
Detection
Mitigation
Best
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Kaizen Event Process
1. Orientation
2. Understand
Current Situation
3. Develop
Future State
Design
4. Make the
Improvements
5. Report &
Celebrate
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POST-EVENT
FOLLOW-UP
4
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Kaizen Summary Project type: ________________ Area: _________________Team Leader: ______________
Before/current state After/future state
Reasons project chosen:
Tools used on project:
Results:
Next steps:
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Kaizen Event Charter
Event Name:
Process name and location:
Problem statement:
Event Objectives:
Event Metrics:
Team members:
Process owner:
Champion:
Potential Roadblocks:
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Enter Kaizen title:
Changeover and set-up improvements
• Problem • Solution
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