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T R A N S F O R M I N G T H E P U B L I C S E C T O R LEAN.OHIO.GOV
The Importance of Kaizen Planning
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Cutting corners in Kaizen planning is a recipe for disaster, no matter what the reason. The initiation phase is critical to the success of the Kaizen as it establishes its core foundations. Effective Kaizen planning takes into consideration all aspects of planning including stakeholder engagement, benefits mapping, as well as the actual Kaizen event itself.
T R A N S F O R M I N G T H E P U B L I C S E C T O R LEAN.OHIO.GOV
Steps for Kaizen Planning
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• Lean commitment
• Project Scope
• Project Measurement
• Project Team
• Project Schedule
• Kaizen Event Outline
• Kaizen Training Materials
T R A N S F O R M I N G T H E P U B L I C S E C T O R LEAN.OHIO.GOV
Planning Your Kaizen Lean Commitment
Is there a common understanding and commitment within the organization about the Kaizen event process? • Is there an understanding within the organization that the team is not
just making recommendations, but will make decisions in consultation with management during the week that will begin to be implemented immediately?
• Are all levels of the organization (management and employees) aware of the Kaizen event and do they understand that there may be significant changes coming?
• Is there a commitment to designing and implementing the best solution and improvements for the customer by using data, Lean tools and the process? 4
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Planning Your Kaizen
Lean Commitment Check Point
• Lean overview for stakeholders and Departments involved in the process
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T R A N S F O R M I N G T H E P U B L I C S E C T O R LEAN.OHIO.GOV
Planning Your Kaizen
Project Scope
Is the scope complete and appropriately sized? • Have you completed the SIPOC and Kaizen Scope document ? • Is the scope too large to achieve success? • Is the scope so small success will not be transformational? • Are you improving a complete system instead of putting band aids on
parts of the process? • Is there any info/decisions made about future plans, “sacred cows,” or
past or potential problems the team
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T R A N S F O R M I N G T H E P U B L I C S E C T O R LEAN.OHIO.GOV
Planning Your Kaizen
Scope Check Point
• Project Worksheet • SIPOC • Kaizen Event Scope Document (pg.1&2)
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T R A N S F O R M I N G T H E P U B L I C S E C T O R LEAN.OHIO.GOV
Planning Your Kaizen
Project Measurement
Is the necessary data and information to ensure and measure
success available?
• Is there baseline data (monthly, yearly volumes; number of FTE’s
assigned to the process) available for current lead time / cycle time
/ performance measures etc.?
• If there was a data gathering plan developed, has the information
been collected?
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T R A N S F O R M I N G T H E P U B L I C S E C T O R LEAN.OHIO.GOV
Planning Your Kaizen
Project Measurement Check Point
• Kaizen Scope Document (pg. 3)
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T R A N S F O R M I N G T H E P U B L I C S E C T O R LEAN.OHIO.GOV
Planning your Kaizen
Kaizen Team
Are the right people on the team? • Do you have all the areas of the process being improved represented on
the team or at least available for consultation? • Do you have the horsepower needed to make critical decisions on the
team or at least available for consultation? • Do you have customers on the team, or have you surveyed or discussed
the event with process users so the “voice of the customer” is represented?
• Have you included thoughtful, good organizational thinkers with little or no knowledge of the process to provide a fresh perspective to the team?
• Are the team members strong, well respected, knowledgeable employees and not the people you can most afford to do without for a week?
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Planning your Kaizen
Kaizen Team Check Point
• Scope Document (Pg. 4)
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Planning your Kaizen Kaizen Schedule
Is the event a top priority of the organization for that week? • Is the entire team committed and scheduled to spend the full week
focused on the event? • Is there an adequate room available the entire week? • Is the team leader committed to change, available all week and able to
put in the time before, during and after the event to ensure success? • Are subject matter experts able to be on “stand-by” to support the team
as needed? • Is the facilitator committed to implementing the results and available to
help remove barriers during the course of the week?
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Planning your Kaizen
Kaizen Schedule • Scope Document (pg. 5)
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Planning your Kaizen
Stakeholder and Culture Management Is the organization ready to immediately implement significant improvements and changes? • Are there decisions to be made by management before the team can
implement change? • Is there a strong mandate to do things differently the following Monday?
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T R A N S F O R M I N G T H E P U B L I C S E C T O R LEAN.OHIO.GOV
Planning your Kaizen
Stakeholder Management Check Point
• Stakeholder Management • Communication Plan • Scope Document (pg. 5) • Approved Project Charter
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One Month Before Kaizen Event
Select the date for the event and book the room. Select the facilitator, team leader and team members and inform them. Ensure the team consists of cross-functional members with one or two representing the process where the problem exists. Select back-up personnel to cover for them if necessary. Inform senior management of the event and schedule the report-out.
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Two Weeks Before Kaizen Event
• Complete a Kaizen Charter
• The team should have a preliminary meeting.
• Understand the problem and expected solution.
• Begin collecting appropriate data that may be used in the event.
• Line up resources that may be necessary such as maintenance personnel, stakeholders and subject matter experts if required.
• Determine IT requirements, e.g. computers, printers and access to network etc.
• Determine the budget for the event.
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One Weeks Before Kaizen Event
• Ensure training materials and equipment are available.
• If the event will include 6S, include cleaning and organization supplies.
• Review data collection activity to ensure that data will be available for the event (if necessary).
• Arrange refreshments, lunches, supplies (post-it notes, paper, markers etc.).
• Arrange recognition gifts if they are to be provided.
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Welcome and overview (15 minutes) Page 9
Senior leadership kickoff (15 minutes) Page 9
Team member introductions and expectations (20 min) Page 9
Training: What is a Kaizen event? (20 minutes) Page 10
If logistically possible: Walk-through of the process (1 hr.) Page 10
Review the scope and baseline data (30 minutes) Page 11
SIPOC (15 minutes) Page 11
Training: Process Mapping (15 minutes) Page 12
Develop current-state process map (3 hours, 20 minutes) Page 13
This segment typically continues into Day 2
Preview the next day, review the current day (5 minutes) Page 14 19
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Welcome back; preview the day (5 min) Page 16
Continued: Develop current-state process map (2 hrs, 40 min) Page 16
Training: TIM U WOOD (20 min) Page 16
Activity: Identify waste and value-added activities (30 min) Page 17
Training: Six Sigma, Lean, batching, standard work, etc. (20 min) Page 18
Activity to illustrate standard work: Pig drawing (10 min) Page 18
Training: Error-proofing through poka-yoke (15 min) Page 19
Brainstorm improvement ideas (15 min) Page 19
Group the improvement ideas into like categories (30 min.) Page 20
In Subgroups: top three ideas, identify challenges and payoffs Page 21
This segment might need to be continued on the next day.)
Preview the next day, review the current day (5 minutes) Page 22 20
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Welcome back; preview the day (5 minutes) Page 23
Subgroups report their top ideas (45 minutes) Page 23
Training: Clean-sheet redesign, transformation (5 minutes) Page 23
In three subgroups: Clean-sheet redesign (2 hours, 10 minutes) Page 24
Subgroup report-outs (10-15 minutes per subgroup) Page 25
Assignments in subgroups (1 hour, 40 minutes):
Subgroup: Develop future-state process map
Subgroup: Calculate and write key measures on the current-state map
Additional subgroups can be formed Page 25
Preview the next day, review the current day (5 minutes) Page 27
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Welcome back; preview the day (5 minutes) Page 28
Optional video: Kid President (5 minutes) Page 28
Cont. Subgroup work on future state, key measures, etc.(45 min) Page 28
Subgroup report-outs, consensus-building (45 minutes) Page 28
In subgroups: Develop implementation plans, Round 1 (1 hour) Page 29
Subgroup report-outs (5-10 minutes each) Page 30
Continued: Subgroup work and report-outs, Round 2 (1+ hours) Page 30
Review the current day, and preview the next day (5 minutes) Page 31
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Welcome back; preview the day (5 minutes) Page 32 Optional video: “How to Start a Movement” (5 minutes) Page 32 Decide on a team name, and take a team photo (15 minutes) Page 32 Concluding work on the future-state process and implementation plans Page 34 (45 minutes) In three subgroups: Prepare for the presentation (30 minutes) Page 33 • Identify top 3 improvements • Set up room for presentation • Confirm measurable impact, including savings Review, finalize, and assign slides for presentation (30 minutes) Page 34 Give each person a print-out of the slides they will be speaking on Page 34 (45 minutes) Report-out presentation (1 hour) Page 35
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Training Modules Checklist
Sessions that should be covered during every event • LeanOhio Overview: Introduction to Kaizen Event • Scoping Document/Project Charter • Baseline Data • Introduction to Process Mapping • Identifying Waste: TIM U WOOD and Value-Added • Brainstorming • Clean-Sheet Redesign Speaking Points (Stuck on an Escalator Video) • Future State
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T R A N S F O R M I N G T H E P U B L I C S E C T O R LEAN.OHIO.GOV
Training Modules Checklist
Optional sessions based on the group/process needs • The 4 Voices: Customer Focus • 5S + Safety • Batching • Poka Yoke: Mistake-Proofing your Forms • Push vs. Pull • Standardization: Pig Exercise • Visual Management • What is Lean: Overview of Lean (Quality at Source and other Lean
Principles) • What is Six Sigma: Variation is Evil
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