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The Lean Enterprise
All About Kaizen
Lean Foundations
Continuous Improvement Training
Another methodology: Kaizen
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Within the Continuous Improvement tools arena,
perhaps none is more critical than Kaizen events.
While other lean tools may stand alone, Kaizens
seek to change culture and processes through the
utilization of many of the lean enterprise principles
Kaizens seek small daily improvements resulting in
large yearly savings
Compared to a large-scale DMAIC project, Kaizens
focus on short-term “blitzes” to make immediate
impact and change (change for the better)
The process of leading a Kaizen however, follows
the DMAIC format
Learning Objective
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This section seeks to standardize the process of
Kaizens in an attempt to provide useful tools
allowing ‘first-time’ facilitators to ‘hit the ground
running’ with a project of their own. One
important concept is to start small and tackle the
more complex problems at a later date - once
momentum is built and the Kaizen process has
been understood
 Some of the tools include a Kaizen Schedule,
Kaizen Area Improvement Sheet, 7W and 5S
forms, Area Action Form, Prioritization Matrix,
and a Problem Record Sheet (These are
embedded in the presentation and located in
forms section …)
Overview
 Kaizen is one of the critical tools within a
Continuous Improvement Process (CIP)
Mistake Proofing
5S
Kaizen
events
Problem
Solving
Standardized Operations
TPM
Set-up Reduction
VSM
Overview
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What is Kaizen ?
(Ky-Zen)
“Continual Improvement”
Kai = Change
Zen = Good (for the Better)
The Basic Philosophy Is to Involve All Employees in
Small, Daily Improvements within their Work Areas.
Overview
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Benefits of Small Daily
Improvements can Add Up
20%
(One Time)
1/10 of 1%
(Every Day)
20% Improvement
(One Time)
1/10 x 250 Workdays
25% Improvement
Per Year
DMAIC and PDCA
FIRST - Standardize, Do, Check, Act (Ensure process is stable)
THEN – Plan (for more improvement), Do, Check, Act
D
Plan
Identify Waste
Collect Data
Identify Desired Result
Find a Solution
M
Do
Implement Solution (PILOT first)
A
Did not
achieve
desired
result
Check
Evaluate
Achieve desired result ?
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C
Act
Standardize (ROLL-OUT SOLUTION)
Prevent Recurrence
Mistake-proof
Overview
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What is a Kaizen event?
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A Kaizen event is a planned event (2 - 5 days) of
intense improvement activities directed at specific
areas of the business toward a larger goal
Kaizen events are essentially narrow-focused,
short-term DMAIC projects. These can ALSO be
done as part of any Lean, BB or GB project
A Kaizen event is a cycle of improvement
How do I do a Kaizen event ?
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You do a Kaizen the same way as a DMAIC project
and using PDCA as your guide
Cycle of ‘Continual’ Improvement
Kaizens follow a continuing cycle of improvement
S = Study the change, assure it is stable – then, improve again!
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Overview
Kaizen concentrates on improving several aspects of the business:
–
Kaizen concentrates on improving several aspects of the business:
 Safety
 Quality
Value to Customer
 Speed
How?
Pull System
Waste (Muda)
Elimination
Working to Takt
Time
1-piece Flow
TPM
5S
Benefits of a Kaizen
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Teamwork
 Everyone is able to participate and make
improvements
 No one individual, but a team, make the
improvements
 Communication
 Improved relations between associates
and management
 Education
 Improved problem solving
 The more you teach someone to fish the
more than can feed themselves
Benefits of a Kaizen
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Awareness
 Understanding of broad issues and
objectives of the organization as a whole
 Better understanding of Continuous
Improvement and the challenges involved
with Change
 Confidence
 Stronger feelings of self-worth
 Empowerment
 Increased control over the job and work
environment which fosters ownership and
commitment to the change process
All employees now feel
they have a voice in the process!
Planning requires good Project Management
Define (Plan)
Measure
(Do)
Analyze
(Check)
Improve
& Control
(Act)
How is a Kaizen Done? (With Good planning!)
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Groundwork Period: (D-Phase/Plan)
The Kaizen Groundwork Period
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Determining Areas of Improvement
 Document current state (performance)
Kaizen Preliminary Day
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Preliminary Day: (D-Phase/Plan)
7W Form
6S Form (Embedded below)
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Your Company
Kaizen Day 1
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Day 1: M-Phase/Do
Kaizen Day 1
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Identify and Track Improvement Actions
Kaizen Day 1
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Prioritize Actions: (Use Project Prioritization Matrix)
High Priority
Low Cost to
Implement
Work Methods
(Man)
Methods
Materials
Low Priority
High Cost to
Implement
Machine
Kaizen Day 1
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Suggestions:
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Take pictures and document the ‘BEFORE’ condition (setup) !!
You may also list these on a ‘Problem Record Sheet’
Kaizen Day 2
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Day 2: Analyze Phase/ Check
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Test/ Pilot/ Verify Solutions
Kaizen Day 3
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Day 3: Improve & Control Phase (Act)
Complete Final Report-out to Management
and Sponsors
Kaizen Best Practices
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No rank on team, each person gets one vote
(similar to brainstorming techniques)
Be creative, practical, and open minded to other
ideas (“Think outside-of-the-box” and break
Paradigms)
Don’t blame others and ALL questions are good
questions
Accomplish as much as you can during the
Kaizen
Document results with pictures for presentation
to show verification
HAVE FUN !!
(This is the time to work on culture change !)
Information to Review at Initial Roll-Out
Meeting
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Overview of Process
 Key Factors for Success:
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Composition of team
 Team member background
 Management Commitment
 Up-front agreement and understanding
 Employees are the greatest resource  give them the tools, training, & support
to do a great job
Information to Review at Initial Meeting
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Workshop Fundamentals
Stakeholder Analysis
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Composition of Team
Involvement of All People Affected by Changes
Support and Commitment of Top Management
Upfront Agreement and Understanding of
Workshop Requirements
Team Members
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Representatives from these areas:
 Operators from area (2 from each shift)
 Technical Resources
 Industrial, Process, and Design Engineers
Safety
Maintenance
Management (middle to upper levels)
Manufacturing Supervision
Optional Representatives from Production
Control, Quality, Materials Management, Union
Desired Background of Team Members
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Knowledge & Experience of the Process Being
Studied
Team Player
Willing to Change
Positive Mental Attitude
Innovative and Creative
Able to Think Beyond the Current Way of Doing
Things
Recognize & Accept that the Workshop May
Involve Long Hours
Management Support
& Commitment Required
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Clear Empowerment to Team Members to Make
Change
 Presence of Top Leadership at Kick-Off & WrapUp Meetings
 Demonstrate Support by "Dropping In" at
Various Times During the Workshop
 Expectation of Workshop Outcome Conveyed
Clearly to Team.
 "Champion" Identified to Support the Process
and Deal with Roadblocks
 Provide Recognition & Feedback
Managerial Responsibilities and Support
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Commitment to Support Action Plans that Deal with
Productivity Issues Such as  Cross Classification
 Multi-Function Operators
 Manpower Reductions
 Work Element Changes
 Standardized Operations
 Team Empowerment to Use Other Areas as a
Resource to Address Issues Impacting Operations
with Waste.
 Support to Implement the Ideas or Action Plans that
can be Accomplished During the Workshop Period
Managerial Responsibilities and Support
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Review with Workshop Team Members and Worksite
Personnel Prior to Workshop Beginning
 Commitment to People Displaced
 Company Expectations
 Support for Making Change
 Company and Process Competitive Position
 Workshop Agenda and Scope
 Ongoing Activities
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Provide Information Regarding Issues Such as
Safety, Quality, Productivity, Delivery, Cost Drivers
and Schedule Performance
Managerial Responsibilities and Support
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Recommendation for Workshop Focus (e.g. Current
Problem Area) or Concurrence with Workshop
Facilitator Suggestion
 Understanding that Workshop Facilitators will Push
Group to Reach for Solutions to the Opportunities
Found, Potentially Impacting Sensitive Issues
 Providing the List of Team Members within
Sufficient Time for Workshop Facilitators to Review
and Adjust if Necessary to Achieve the Desired
Composition and Background
 Reviewing "Kaizen Activity Contract" and Having all
Aspects Completed Prior to Workshop Facilitator's
Arrival
During The Workshop
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The Involvement of the Targeted Area Team
Members (Operators, Technical Support,
Supervision, Maintenance etc.) is Critical to the
Success of the Workshop. Let Them Know how
Important Their Input and Support are to you.
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Top Management Support of Process Must Be
Displayed
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Team Member Reviews are Necessary Before
Changes to Targeted Area are Made
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Establish Target Dates for Follow-Up
Utilize a Kaizen Checklist
Utilize a Kaizen Checklist
Kaizen Workshop - Best Practices
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Distribute all printed materials for learners
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Apply visual controls to model process, use
workplace organization
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Set Target Floor Area Facilitator materials by exit
for them to carry out
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Set up message board, beeper check table, flip
charts
Kaizen Workshop - Best Practices
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Complete Action Plan Items From Workshop
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Prepare a Plan to Implement Workshop Concepts
Throughout Facility. Continue Implementing!
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Follow-Up and Review Status / Progress on Action
Plan Items. Determine New Action Plans
Kaizen Workshop - Best Practices
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Discuss the Purpose of the Workshop
 Conduct Hear, See, Do Sessions
 Close the Workshop
 Finalize Commitment to Workshop Results
 Introduce the Follow-Up Plan
 Review Impact to other Standardized Processes
 Report Cost Savings
 Discuss Workshop Continuation for Visiting
Guests
 Break Down Main Classroom/ Meeting room
Kaizen Workshop - Best Practices
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Complete the Contract
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Complete 30/60/90 day ‘Results’ report
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Review New Initiatives
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Re-assess Customer Needs
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Monitor Changes to Sponsor Approval
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Update Cost Savings Progress
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Complete the Monthly Reporting Form
The Lean Enterprise
All About Kaizen
Lean Foundations
Continuous Improvement Training