how to run a successful kaizen event -...
TRANSCRIPT
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How to Run a Successful
Kaizen Event Sam Darwin, P.E.
Project Manager
GaMEP at Georgia Tech
770-862-5312
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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What is Lean?
Focus on the Timeline
Product Leadtime
95% 5%
Traditional Focus
Lean Focus
Value Adding activities Non-Value Adding activities
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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)
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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!
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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
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Brainstorming & Prioritization
Impact
Probability of success
Ease of implementation
Cost
Quality issues
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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
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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.
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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!
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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