kaizen the art of good change
TRANSCRIPT
Presented by Cathi Hight
President of Hight Performance Group
National instructor for the U.S. Chamber’s Institute for Organization Management
Previously was Vice President of Operations for the Chamber of Commerce of Hawaii
Motorola University Certified Instructor for Cycle Time Reduction and Benchmarking
Past- President of the Boulder Area Human Resources Association (BAHRA)
Is a member of the: Austin Human Resource Management
Association (AHRMA)
American Chamber of Commerce Executives (ACCE)
American Society of Association Executives (ASAE)
© 2012 Hight Performance Group, Inc. Kaizen—The Art of Good Change 2
Explore the Kaizen management philosophy and its benefits
Identify how the to use Kaizen to gain efficiencies and deliver more positive experiences to customers
© 2012 Hight Performance Group, Inc. Kaizen—The Art of Good Change 3
The Usual Definition of Kaizen
Continuous improvement
Japanese Characters Mean
Good Change or Change for the Better
© 2012 Hight Performance Group, Inc. Kaizen—The Art of Good Change 4
The Three Pillars of
Organizational Success
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Good Housekeeping
Elimination of Muda
Standardization of Procedures
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SEIRI (sort)—Separate out all the things that are unnecessary and eliminate them.
SEITON (straighten)—Arrange the essential things in order so they can be easily accessed.
SEISO (scrub)—Keep machines and working environments clean.
SEIKETSU (systematize)—Make cleaning and checking a routine practice.
SHITSUKE (standardize)—Standardize procedures and processes to implement best practices and prevent recurrence of problems.
© 2012 Hight Performance Group, Inc. Kaizen—The Art of Good Change 7
Small Group Exercise: Share a recent experience where you
applied 5 S at work
Be prepared to share your group’s
responses
© 2012 Hight Performance Group, Inc. Kaizen—The Art of Good Change 8
Overproduction—Making more products, producing earlier or faster than is needed.
Inventory Waste—Parts, supplies, semi-finished and finished products that sit and take up space.
Defective Product—Requires inspection, sorting, scrapping, downgrading, replacement or repair.
Waiting Waste—Idle time due to waiting for people, materials, machinery, measurement, information, etc.
People Waste—Not fully using people’s potential in developing problem-solving skills, enhanced job skills, creative thinking or experiential learning.
Motion Waste—Movement of people or equipment that doesn’t add value to products or services.
Processing Waste—Inadequate technology, modifying a step or information, long approach and overrunning equipment.
Transportation Waste—Moving parts of materials around the plant unnecessarily.
© 2012 Hight Performance Group, Inc. Kaizen—The Art of Good Change 9
Small Group Exercise: Share examples of Muda in your
organization
Be prepared to share your group’s
responses
© 2012 Hight Performance Group, Inc. Kaizen—The Art of Good Change 10
Creating standards for best practices
Standards = procedures
© 2012 Hight Performance Group, Inc. Kaizen—The Art of Good Change 11
Small Group Exercise:Work with 4-5 participants and
discuss the question
Be prepared to share your group’s
responses
© 2012 Hight Performance Group, Inc. Kaizen—The Art of Good Change 12
Where is Gemba for You?
The “real place” where action takes place
Where we interact with customers
Where we provide value to customers
© 2012 Hight Performance Group, Inc. Kaizen—The Art of Good Change 13
Identify Warusa-Kagen
Which routine operations and procedures do
employees and customers complain about?
Which products or services have our customers
complained about?
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1) Go to the Gemba where the process takes place and observe
2) Map out the process (“AS IS”)
3) Walk the process with those who do it
4) Identify waste and categorize them in the 7 types to make sure you understand them
5) Identify the root causes for the wastes
6) Determine how to improve the process (“SHOULD BE”)
7) Implement the new process and test the results
8) Standardize the new method
9) Follow up to see if any changes need to be made
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Cycle Time:
How long it takes to complete one process
Clean a hotel guest room
Fill a fast food order
Take an order over the phone
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Process Mapping
Chart showing steps of a
process
Symbols tell you:
Inputs
Tasks
Decision Points
Direction of flow
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Find ways to make better use of your resources—time, people and money.
Change takes time. Make small, incremental changes over time.
Use Kaizen Blitzes to work with staff to improve processes.
The place to start using Kaizen is by observing what really happens in Gemba.
© 2012 Hight Performance Group, Inc. Kaizen—The Art of Good Change 18
Small Group Exercise:Work with 4-5 participants and
discuss the question
Be prepared to share your group’s
responses
© 2012 Hight Performance Group, Inc. Kaizen—The Art of Good Change 19
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