rapid improvement: how to change behaviors & get stuff done fast
DESCRIPTION
Recorded webinar: http://slidesha.re/1jKwkjg Subscribe: http://www.ksmartin.com/subscribe Karen’s Books: http://ksmartin.com/books In today's world of rapid change, it's increasingly important for organizations to build rapid problem-solving and execution capabilities. In this webinar, you'll learn how to use Kaizen Events (aka Rapid Improvement Events) and the elements of Kaizen Events to not only get fast results, but to also change organizational paradigms and behaviors.TRANSCRIPT
Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
WebinarSeptember 13, 2012
Founder: Karen Martin & Associates, LLC (1993).
Consultant / Coach: Lead Lean transformations & develop people in office, service and knowledge environments.
Teacher: University of California, San Diego’s Lean Enterprise program.
Author:
Karen Martin, Principal
Just released 2nd Edition October 2012
www.ksmartin.com
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1. Raise your hand – you will be un‐muted and can ask verbally.
2. Type your question into the question log.
Kaizen
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Kai = Change Zen = Good
Continuous Improvement
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Kaizen Event – Definition
A two- to five-day focused improvement activity during which a sequestered, cross-functional team designs and
implements improvements to a defined process or work area, generating rapid
results and learned behavior.
Karen Martin & Mike OsterlingThe Kaizen Event Planner
Kaizen Event Outcomes• Standardized, waste-free work• Documented, measurable processes• Stronger working relationships• Deeper problem-solving skills• New mindsets, behaviors & habits
– Need fewer & fewer KEs as you progress with transformation
• Clearer roles between leadership and frontlines• Energized & engaged workforce
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Energy Crisis: Widespread Disengagement
© Karen Martin & Associates, LLC
Well‐executed Kaizen Events Engage the Workforce
Engagement Drivers: The Three C’s
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Connection
CreativityControl
© Karen Martin & Associates, LLC
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Establishing the conditions for full engagement: The workforce designs how work should be done.
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Avoid “Drive‐by”
Kaizen Events
© Karen Martin & Associates, LLC
Work: Degrees of Granularity
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Value Stream
Process Process Process
Step Step Step
Value Stream Map
In the Weeds
(Tactical)
Rooftop View
(Strategic)
Metrics-Based Process Map
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Who? Scope of Authority Means
Leadership “What has to happen” Value Stream Mapping
Frontlines “How it will happen” Kaizen Events, Just-do-its, and Projects
Improvement RolesSt
rate
gic
Tact
ical
Middle Management
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Value Stream Mapping
Kaizen Events
VSM Promotes Systems Thinking
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Individual Efficiency = Sub‐optimization
System Efficiency = Optimal Value Stream
Performance
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Discharge ProcessProjected Results
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MetricCurrent
StateProjected
Future State%
Improvement
Lead Time 15.5 hrs 5.9 hrs 62%Process Time 150 mins 115 mins 23%Percent Activity 16% 32% 100%Rolled First Pass Yield 20% 70% 250%
Freed capacity --- 9,581 hrs= 5 FTEs ---
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5-Day Kaizen: Typical Structure
Day 1 & 2 (Plan)
Day 3 & 4(Do, Study)
Day 5 (Study, Adjust)
Kick‐offAnalyze current state Perform root cause analysisDesign future stateInterim briefingDesign & test improvementsObtain buy‐inInterim briefingFinalize improvementsTrain process workers & stakeholdersPresent resultsCELEBRATE!
Interim Briefings – Every Day or Two• Purpose
– Build consensus.– Assure a well-designed and sustainable improvement.
• Team’s role– Present findings & ideas.– Ask leadership for guidance (if needed).– Discuss relevant policies and concerns.
• Leadership’s role – no veto power.– Assures team has considered all options and thought
through all implications.– No veto power if team is within scope and boundaries.
• Instead: “Have you considered this?” “How would we handle…?” “What if…?”
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• Create charter• Handle logistics – space, food,
gift of appreciation, equipment, supplies, etc.
• Schedule briefings• Communicate the event• Collect relevant data
Micro‐PDSA Cycle
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Detailed Steps
1. Define and break down the problem.
2. Grasp the current condition.
3. Set a target condition.
4. Conduct root cause & gap analysis.
5. Identify potential countermeasures.
6. Develop & test countermeasure(s)
7. Refine and finalize countermeasure(s).
8. Implement countermeasure(s).
StudyEvaluate Results
9. Measure process performance.
10. Refine, standardize, & stabilize the process.
11. Monitor process performance.
12. Reflect & share learning.
Adjust
Do
Clarifying the PDSA Cycle
PlanDevelop
Hypothesis
Conduct Experiment
Refine Standardize Stabilize
Phase
Continuous Improvement
New Problem
50‐80% of the total time
From The Outstanding Organization, Karen Martin (McGraw‐Hill, 2012)
Workforce Training
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Contact Information
Signature: Signature:
Name
FacilitatorValue Stream Champion
Name
Dates
Start & End TimesSpecific Conditions Value Stream
Champion
FacilitatorProcess Trigger
Kaizen Event CharterEvent Scope Leadership Schedule
Last StepFirst Step
Executive SponsorEvent Name
Team Lead Interim Briefings
Location
Value Stream
Event Drivers / Current State Issues Team Members
Final Presentation
Event Boundaries & Limitations Event Coordinator
Function
Event Goals and Objectives
Potential Deliverables On-Call SupportFunction Contact Information
Possible Obstacles Approvals
Signature:
Executive Sponsor
Workforce Training
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Contact Information
Signature: Signature:
Name
FacilitatorValue Stream Champion
Name
Dates
Start & End TimesSpecific Conditions Value Stream
Champion
FacilitatorProcess Trigger
Kaizen Event CharterEvent Scope Leadership Schedule
Last StepFirst Step
Executive SponsorEvent Name
Team Lead Interim Briefings
Location
Value Stream
Event Drivers / Current State Issues Team Members
Final Presentation
Event Boundaries & Limitations Event Coordinator
Function
Event Goals and Objectives
Potential Deliverables On-Call SupportFunction Contact Information
Possible Obstacles Approvals
Signature:
Executive Sponsor
Define Scope: Narrow & Deep
• Define fenceposts, conditions, and limitations.
• Gives the team “freedom with boundaries.”
• Charter communicates what the team does not have permission to do.
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Narrowing the Scope: Example
Order Fulfillment
Process
International
Domestic
Service Parts
Consumables
Units
Non-Warranty
Warranty
Service Parts
Consumables
Units
Non-Warranty
Warranty
Workforce Training
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1234 Date:Date: Date:
Contact Information
Signature: Signature:
Name
FacilitatorValue Stream Champion
Name
Dates
Start & End TimesSpecific Conditions Value Stream
Champion
FacilitatorProcess Trigger
Kaizen Event CharterEvent Scope Leadership Schedule
Last StepFirst Step
Executive SponsorEvent Name
Team Lead Interim Briefings
Location
Value Stream
Event Drivers / Current State Issues Team Members
Final Presentation
Event Boundaries & Limitations Event Coordinator
Function
Event Goals and Objectives
Potential Deliverables On-Call SupportFunction Contact Information
Possible Obstacles Approvals
Signature:
Executive Sponsor
No more than 10!
Form the Kaizen Team
• No more than 10• Highly cross‐functional
– Process workers (30‐50% of the team)– Upstream suppliers (internal)– Downstream customers (internal)– Subject matter experts– Outside eyes– External suppliers / contractors– External customers– Administrative support (if needed)– Union representatives (if relevant)– Maintenance / facilities representatives– Management (limited representation)
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Department123456789101112
Executive Sponsor
Value Stream Champion
Facilitator First Step
Kaizen EventTeam Formation Worksheet
Event Name
Event Dates
Last Step
SubjectMatter
ExpertsProcess Workers
Downstream Customers
Upstream Suppliers
Role in Target Process
Work Group
No Involvement
or Impact
Workforce Training
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Contact Information
Signature: Signature:
Name
FacilitatorValue Stream Champion
Name
Dates
Start & End TimesSpecific Conditions Value Stream
Champion
FacilitatorProcess Trigger
Kaizen Event CharterEvent Scope Leadership Schedule
Last StepFirst Step
Executive SponsorEvent Name
Team Lead Interim Briefings
Location
Value Stream
Event Drivers / Current State Issues Team Members
Final Presentation
Event Boundaries & Limitations Event Coordinator
Function
Event Goals and Objectives
Potential Deliverables On-Call SupportFunction Contact Information
Possible Obstacles Approvals
Signature:
Executive Sponsor
Workforce Training
12 13 24 35 4
51 62 73 84 95 10
12 13 24 35 4
1234 Date:Date: Date:
Contact Information
Signature: Signature:
Name
FacilitatorValue Stream Champion
Name
Dates
Start & End TimesSpecific Conditions Value Stream
Champion
FacilitatorProcess Trigger
Kaizen Event CharterEvent Scope Leadership Schedule
Last StepFirst Step
Executive SponsorEvent Name
Team Lead Interim Briefings
Location
Value Stream
Event Drivers / Current State Issues Team Members
Final Presentation
Event Boundaries & Limitations Event Coordinator
Function
Event Goals and Objectives
Potential Deliverables On-Call SupportFunction Contact Information
Possible Obstacles Approvals
Signature:
Executive Sponsor
Facilitator Role
• Teacher• Coach• Motivator• Challenger• Provocateur• Obstacle eliminator• Mediator• Time keeper
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Typical Team Evolution
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Form
Storm
Norm
Perform
Bruce Tuckman, 1965
Adjourn (Mourn)
Preparation & Logistics
Activity Due Date Owner Comments
11 Finalize Kaizen Event charter and gain approval.
12 Distribute approved Kaizen Event charter.
13Review Event scope and determine which current state data and metrics needs to be collected and assign accountability (e.g. volumes, metrics, service levels, survey results, etc.).
14Identify potential functions / individuals that may need to receive training on the improvement process be trained during Kaizen Event and send notification email to them.
15 Prepare training materials for the event (including lean overview and relevant tools).
16 Identify potential on-call resources (people and/or supplies) and time commitment required of those resources.
17 Send communication to area staff, as well as "involved" internal customers & suppliers, advising of upcoming Kaizen Event.
18 Post Kaizen Event charter. Solicit improvement ideas from stakeholders (include upstream and downstream workers, too).
19 Follow-up with people who haven't RSVP'd re: their participation.
20 Schedule senior leadership representation for event kick-off.
Planning ChecklistEvent Name
Event Start Date
Executive Sponsor
Value Stream Champion
3 Weeks Prior4 Weeks Prior
Facilitator Coordinator
Kaizen Event
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• Kick off• Thoroughly
understand the current state (including root cause analysis)
• Determine appropriate countermeasures
Micro‐PDSA Cycle
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Rules of Engagement• The team starts and ends the day together and breaks
together; being on time is critical.• The team stays 100% committed and 100% focused.
– No interruptions.– All wireless devices on silent mode or off. No vibration.– No email except for during breaks.
• Keep an open mind and consider all ideas. Ask “why?,” “what if?,” “why not?”
• Challenge everything; seek the wisdom of ten vs. the knowledge of one.
• Rank has no privilege.• Finger-pointing has no place.• No silent objectors; don’t leave in silent disagreement;
respectful disagreement is encouraged.• Use creativity before capital.• What’s said in the room stays in the room.
Current State Documentation Options
• Go to the gemba! – OBSERVE• Review Performance data• Draw Spaghetti diagrams• Documentation / job aid review• Videotape / photos• Worker interviews• Work samples• Metrics-Based Process
Mapping (MBPM)
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Metrics-Based Process Mapping
Root Cause Analysis
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Do you THINK or do you KNOW?
PACE Improvement Prioritization Grid
Low HighAnticipated Benefit
Ease
of
Imp
lem
enta
tion
Difficult
Easy
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7
513 4
23
1
228
9
2
10
16
11
6
12
14
19
15
173 21
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© Karen Martin & Associates, LLC
Kaizen Event –Focus on “Easy” & High Benefit Improvements
Building a Lean Enterprise
Process Stabilization
Tools
Flow‐Enabling Tools
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• Assess results What do others think? Does the improvement solve
the problem? Does it need to be tweaked?
Micro‐PDSA Cycle
Standard Work Job Aid Criteria
• Simple
• Visual
• Physical
• Posted at point of use
• Created by people who do the work and tested by others
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Standardize & Error-Proof
Checklists assure all critical tasks are done within
defined timeframes
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• Refine as needed• Implement (train
staff)
Micro‐PDSA Cycle
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Implementation = Training
• Why training– Communicate new process– Distribute new procedures, aids, tools, etc.– Create confidence & competence among workers– Build sustainability
• Potential training audience– Workers and their supervisors / managers– Downstream customers (if impacted by change)– Upstream providers (if input they provide will be changed)
Who identifies relevant documentation? Who updates it? By when?
Who communicates? How? To whom? Where posted?
Who communicates? Via what medium?
How is process performance going to be communicated to workers? Are additional visuals needed? Who owns this activity?
Which value stream map(s) need to updated, who will do it and when?
Who maintains training records?
Who communicates? How? To whom?
Who is accountable? Where posted?Post the Event Report, 30-Day List, Sustainability Plan.
Update SOPs and other ISO or regulatory documents impacted by changes.
Communicate and post 30-day and 60-day audit results.
Communicate audit results to stakeholders and leadership team.
Communication / TrainingRequirement
Communicate to affected parties who were not advised during event.
Provide training for those who missed initial training.
Integrate new process into ongoing department training.
Update Value Stream Map.
Update training records to reflect who has been trained.
Plan
Who will deliver it and when?
Who leads identification of training that need to be updated (ongoing and for new employees), when will training be in place?
Event Dates"Go Live" Date
Team Lead30-Day Audit Date
"Go Live" Location60-Day Audit Date
Sustainability PlanExecutive Sponsor
Value Stream ChampionFacilitator
Event Name
Communicate process performance measurement plan.
Sustainability Plan
Name Name
Signature Signature
Date Date
Will there be rewards / recognition for sustaining improvements? What will corrective actions be if workers are not following new process? Who will enforce these rewards/consequences?
Who monitors process performance on an ongoing basis? Who communicates the results? When, to whom, in what format?
Who will lead audit & when? How will results be communicated? To whom? How will the process be adjusted, if needed? What's the plan for continuous improvement?
Who will lead audit & when? How will results be communicated? To whom? How will the process be adjusted, if needed? What's the plan for continuous improvement?
Who has ultimate responsibility for how process is performing?
Which Kaizen team member(s) will observe the process? How will they communicate results? Who is responsible for adjusting the process, if needed?
Who is responsible for finalizing process performance metrics and by when?
Which team member(s) will observe the process? When? How will they communicate results? Who is responsible for adjusting the process, if needed?
Process Owner
Monitoring / MeasurementRequirement
Put in place key metrics to measure process performance; post performance.
Plan
Value Stream Champion
Define corrective actions required if new process not being followed (rewards and consequences).
Monitor process performance frequently; post results put continuous improvement plans in place.
Identify process owner.
Observe process one day after event is over. Talk with workers, assure they understand how process should be performed; see if there are problems.
Observe process one week after event is over. Talk with workers, assure they understand how process should be performed; see if there are problems.
Conduct 30-day audit.
Conduct 60-day audit.
Proper Process Management Assures Sustainability & Continuous Improvement
• All processes MUST have a process owner.– Closer than farther from the work.– Recognized as having the authority to lead
improvement.• 2-5 KPIs for every major process.• Frequent measurement.• Visual display of the results.• Relentless pursuit of problems and/or “raising
the bar” (continuous improvement).
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Owner Owner's Manager Due Date
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Value Stream ChampionFacilitator
Progress
Event Dates
Team Lead
Action Item
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Comments
Kaizen Event30-Day List
Event NameExecutive Sponsor
Spell-check Sheet
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100% Complete
Progress Key
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Karen Martin, Principal7770 Regents Road #635
San Diego, CA 92122858.677.6799
[email protected]: @karenmartinopex
Blog and/or newsletter: www.ksmartin.com/subscribe
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