Transcript Kaizens Team Primer

Kaizen
Team Primer
Meeting Date
Team Members
It’s Not About the “Tools”
• It’s about the application!
– The responsibility lies, not with black belt (Lean)
specialists, but with the leadership hierarchy that runs
the operation.
– They are teachers and coaches.
• It’s a process …
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Team Launch
1) Get team together for the first time to Launch
project
2) Use suggested agenda for a Kaizen project
– Utilize the ‘SPACER’ Technique
• Establish code of conduct, roles, expectations
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Safety
• Safety is our first priority
• Let’s start every meeting with a Safety Tip/ Topic
• Discuss any safety concerns associated with the
project
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Purpose
• Provide a simple overview of the meeting, what will
be the focus…
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Agenda
• Identified start and stop times of the meeting
• Specific agenda items with predetermined time
allotment for each
– Action items from the last meeting
– Identify which phase the project is in
• What tools will be used
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Code Of Conduct
• Simple rules that will support a productive meeting,
developed by the team
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Respect the clock
Don’t speak over people, one person speaks at a time
Be on time
No speeches allowed, No one speaks longer than 60 seconds
Leave rank at the door
Come prepared
Every team member has the right and responsibility to enforce the code of
conduct
– Team should agree on techniques used to call attention to code violations
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Expectations
• Brief description of the expected outcome of the
meeting, specific goals, milestones
• Discuss expectations of each team member
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Roles And Responsibilities
• Roles of each member during the meeting
– Time keeper: Ensures deadlines are met
– Scribe: Makes ideas visible
– Facilitator: Keeps team focused
– Spokesperson: Reports to other groups
– Recorder: Takes notes and captures action items
– Process Monitor: Assures code of conduct is
followed
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Team Launch; Project Kickoff (continued)
1) Get team together for the first time and Launch
your project
2) Use suggested agenda for a Kaizen project
– Explain “Process Excellence” – Why is this different?
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What is Process?
• Process is everywhere…everything is a process
• Process = a series of actions or steps taken in order
to achieve a particular end
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So What is Process Excellence?
Improving the way that we create and deliver value
It’s about what we do for the customers, not to them
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Why Does Process Excellence Matter?
• In our industry what we provide is not the
differentiator
• It’s what we do and how we do it
• We must understand and deliver
what our customers need better than our
competitors
• Process Excellence can help you achieve that
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How Does It Help Us?
• Process Excellence isn’t just about lower operating
costs, it’s about aligning our organization to
achieve success
• That means…
– Less Complexity
– Improved Service
– Enhanced Safety
Process =
Excellence =
– Increased Revenue
– Better Lives
– And Happier Customers
What is the Tool / Application Flow?
Review Charter
Walk the Process
(backwards)
High Level Map
SIPOC/VSM
DEFINE
Value Analysis
Detail Map
Brown Paper
MEASURE
Waste Walk
Root Cause
Fishbone
Select Improvements
Brainstorm & PICK
Pilot & Implement
IMPROVE
Future State Map
IMPROVE
ANALYZE
Risk Assessment
SxOxD
Baseline Data
Demonstrate
Improvements
Mistake Proof
Control Plans
CONTROL
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Project Kickoff (continued)
1) Use suggested agenda for a Kaizen project
– What is Kaizen?
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What is the Purpose of Kaizen?
• Kaizen is a way of unlocking the talents and abilities
of employees and allow decisions to be made
– at the operating level in the organization,
– in the quickest time,
– by the people that know the situation the best
What is a Kaizen Event?
• A Kaizen event follows the DMAIC road map
Define
Measure
Analyze
Improve
Control
• Kaizen event(s) are a three to five day event of
intense improvement activities directed at a
specific area of a business
• It is a process based on improving Safety, Quality,
and Delivery, by the elimination of waste
What is the Focus of a Kaizen Event?
• Kaizen events are a way of accelerating business
process improvements
– to enhance Safety and improve productivity
– helping management to find new ways to gain savings
in time, space, and labor output
– to reduce cycle times
– to reduce work-in-process
– to reduce scrap and defects while minimizing the need
for capital
– to make things easier!!
What are Supporting Roles in a Kaizen Event?
Executive
Sponsor
Leader
MBB/BB Mentor
• Commits support to the team
• Sets priorities
• High level leader (Director / VP)
• Clears obstacles for the team
• Manages the project
• Runs the team
• Lean expert (mentor/coach/MBB)
• Team facilitator on methods and tool usage
Supporting Roles in a Kaizen Event (continued)
Team Member
• 100% of time committed to team
• 5-10 people; 2-3 from work area
Support Team
• Have skills that may be needed
• On-call for kaizen support (priority)
Stakeholders
Customers
• Vested interest in results
• Processes affect MANY people
• Specific type of stakeholder
• Internal or external
What is the Define phase about?
In the Define Phase emphasis is on the current state:
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Where the problem is occurring
Duration of the problem
What the problem is (in numbers)
What is the KPI / financial impact of the problem
What is the scope and who are the key stakeholders
• Tool application in the Define Phase
– Review Charter (Understand scope, issue and benefit)
– Prep for Kaizen Event (Identification of Identity flow)
– Walk the Process (backwards)
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What Concerns Does a Project Charter Address?
• Using a simplified form of the Charter that your
project is based on …
• Describe ideas in terms of a problem statement
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Situation – What is the current opportunity?
Objective – How do we measure success?
Benefits – What value does it provide?
Team Members – Who should be involved?
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What are the Sections of a Charter?
Current Situation:
Problem Statement
Objective:
Reduce/optimize/increase __________________________________________________________ (project y)
from _________________________________________________________________________(current level)
to ____________________________________________________________________________
(target level)
‘S.M.A.R.T.’
for __________________________________________________________________________ (specific area)
while reducing/increasing/holding constant______________________________________( constraining Y’s)
Benefits:
What Value Does It Provide?
Team Members:
Who Should Be Involved?
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How Can I Prepare for a Kaizen Event?
1) Review situation and gain a solid understanding
of the problem at hand to address the following
concerns:
• What is Current Situation / Opportunity?
• How Do we Measure Success?
• What are the Right Metrics / Measures?
• How Do We Calculate and Capture Business
Impact? (Financial Gain)
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Situation – Opportunity Statement
What is the current opportunity?
• In a few brief sentences explain:
– What the opportunity is
– How long it’s been occurring
– Any specifics that narrow the scope
• Specific service
• Specific shift
• etc…
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Objective Statement
How do we measure success?
• Gain insight into our current processes
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How good is it (Baseline)?
How good could it be if perfect (Entitlement)?
What is limiting it from getting better?
How can it be improved
Reduce/optimize/increase:
(Closing the Gap)?
(project Y) from
(current value) to
– How much of the gap do
(goal level) for
we want to close during
(specific area) while holding
constant (constraints)
this project (Goal)?
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Financial Assessment Statement
How do we document benefits?
• This needs to be objectively defined, mathematical
description (if possible) of how to calculate the
business impact ($$$$)
• This must be accepted and supported by the
Controller / CFO
• If this is not defined well in the beginning of the
project, you will struggling at the end to determine
the financial impact
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Team Member Statement
Who should be involved in this improvement effort?
• Carefully consider the Makeup of the Team
– Core (Full-Time) team members are those who
will stick with the project from start to finish
– Identify experts or other specialized people
you’ll need for the project as extended team
members
– Ideal team size is 3-5 people
– Do not forget the Process Owner and any other
Key Stakeholders!
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What Are Some Project Review Considerations?
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Does charter state what the project is trying to accomplish, in
measurable terms?
Is the project worth doing?
What happens if the project fails?
Does it fit within Ports Americas business initiatives?
Is this a customer-oriented project?
Is it properly scoped? (Boiling the ocean or right sized?)
What are the specific goals of the project?
Who owns the process?
What’s the probability of success?
Can we get benchmark information? If so, where?
What resources are available in the team?
What is the actual process we are working to improve?
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How is a Process really a “System”?
• What is a Process?
– A series of actions, having a beginning and an end, that
are directed towards achieving an outcome
– A simple model of a (process) system
Inputs
Process
Outputs
• The process changes the inputs to produce an
output(s)
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What are some Elements of a Process System?
Below is a list of major elements of a process system:
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Purpose
Entities
Tasks or Activities
Sequence or Flow
Materials
Resources
Decisions
Queues
Arrivals
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Duration
Feedback
Communication
Information
Schedules
When the system fails, it is usually the result of one or more of
these elements
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How do Processes Exist to Fulfill Needs?
• Questions to be Answered About Needs
– What are the needs which are addressed by this
process?
– Who or what created those needs?
– Is this a need of the Customer or of the Business?
– What constitutes successful “fulfillment”?
– How do I know if my process is working right?
Key question:
– If you can’t define the purpose, why are you doing it?
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Steps to Garner Facts (Walk the Process)
1) Interview those who work in the process to help
document the various needs / process issues
SOLAR-
Enter conversation at a Social level
Explain the Objective of documenting the process
Listen to what they have to say
Advise and Ask
Record
2) Validate the input / data
3) Verify information with several sources
– Allows any oversights to be corrected
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Steps to Garner Facts (Walk the Process)
4) Starting at end (back) of the actual process, the
team follows a typical flow (or tracks a service)
from end to the beginning to understand need(s).
5) Map major steps in Pencil. (Don’t be too detailed)
6) Start with a quick walk, to get a feel for the flow
and sequence. Then, go back and talk to the right
people at each step and explore the “fulfillment”
of need(s).
NOTE: Don’t map the organization, document the
needs within the organization. Address the need(s).
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What is the Measure phase about?
The Measure phase is about understanding the current state
and collecting data to establish a baseline:
– Key inputs or outputs that have a heavy influence on the
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process or are the result of the process
Consideration is taken into account on how accurate and reliable
the data is
• Tool application in the Measure Phase
– SIPOC (scope)
– Detailed Map (something flowing through process)
– Data (determine overall health of a process)
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General Purpose of Mapping
• Everything we do is a process… some processes are
straightforward… other processes can be chaotic
• Process Mapping
– Allows people to illustrate what happens in a process
– Demonstrates scope of a project
– Is an excellent visual aide for identifying the “hidden
process” or waste
– Identifies all the potential inputs that may affect the
output
– Identifies all the decision points that may impact a
transactional process
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High-level Flowcharting (Vertical format)
SIPOC Analysis for Credit Vouche r Proce ss
Entity Flow
Supplie rs
Inputs
Returned product
Customers
Process
Customer
returns product;
requests credit
Request for credit
Outputs
Customers
Credited
amount on
customer’s
account
Customers
Cust. Service
Receiving
initiates credit
process
Cust. Service
and Tech
Service evaluate
request
Accurate
computer
records
Tech Service
Accounting
Accounting
approves and
registers credit
Customer
service
processes credit
and closes files
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Steps to Create a SIPOC
1) Name the process (Use verbs/adjectives)
2) Indicate the start/stop, or the scope of the process
(What are the triggers that initiate and end the
process?)
3) Indicate the five to seven highest-level steps in the
process as they exist today (Use verb/adjectives –
how does this process operate?)
4) Indicate the output(s) of the process (Use nouns –
what is it this process does?)
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Steps to Create a SIPOC (continued)
5) Indicate the customer(s) of the process (Whom
does this process affect/benefit?)
6) Indicate the input(s) of the process (Use nouns what is needed to execute this process and deliver
the outputs?)
7) Indicate the supplier(s) of the process (Which
individuals/teams provide inputs into this process?)
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What are some Process Mapping Pointers?
• Go to the place where the process is performed
• Talk to people involved in the process and get the real facts
• Observe and chart the actual process
– Reality is invariably different from perception
• Few processes work the way we think they do
– The purpose of process mapping is to identify waste, not to develop
the perfect process map
• Process map what is, not what you would like the process to
be
• Process Mapping is dynamic, so use Post-it notes, dry erase
markers, pencils, etc…
• All Process Maps must have start and stop points
What does Detailed Process Mapping Provide?
• A detail process map is a pictorial representation of
the flow or sequence of actions that comprise a
process
• It differs from the High Level Process Map
previously created, in that it’s a lower level map
actually detailing how the work gets done
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What are the Different Views with Process Maps?
There are usually three views of a process:
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What you THINK it is..
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What it ACTUALLY is..
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What it SHOULD be..
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What are the Symbols Used to Process Map?
• Start & End: An oval is used to show the materials,
information or action (inputs) to start the process or to
show the results at the end (output) of the process
• Activity: A box or rectangle is used to show a task or activity
performed in the process. Although multiple arrows may
come into each box, usually only one arrow leaves each box
• Decision: A diamond shows those points in the process
where a yes/no question is being asked or a decision is
required
• Break: A small circle with either a letter or a number
identifies a break in the process map and is continued
elsewhere on the same page or another page / or map
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What is Purpose of ‘Brown Paper’ Process Map?
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Describes in detail the process as it works today
This is the “as-is” model
Shows the big picture but, with all the details
Is high touch, low tech
Identifies strengths and opportunities
Captures the complexity and disconnects of key
operational issues
• Identifies outside areas involved in the process
It’s called Brown Paper because of the color of the paper that is typically
used, you can use any color paper… flip chart paper is also commonly used
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Why use Brown Paper (Kraft paper) Mapping?
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Provoke thought for improvement opportunities
Promote common understanding
Increase cross-functional learning
Train new employees
Use as a presentation
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Brown Paper Versus Flowcharts
• Brown Paper (Kraft) Mapping
– Capture formal, informal and emotional processes
• Are self-explanatory
• Include “live” or operational documents / forms/ procedures
• Capture important data
– Quality levels
– Volumes (Inputs, throughputs, outputs, backlog)
– Labor hours
– Elicit high employee involvement and ownership
– Highlight opportunities for improvement
• Key difference is the level of detail and the ability to add
documents and data directly on the map itself
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Steps to Create a Brown (Kraft) Paper
1) Use the post-it as simple flow chart symbols
2) Hang as rectangle for a Process Step and turn 45
degrees to act as a Process Decision point
Process Step
(Verb)
Process
Decision?
(Ask a
Question)
3) Draw lines showing the flow
4) Decision points should always have at least 2 lines
coming from it
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Steps to Create a Brown (Kraft) Paper
5) Use different color post-its to represent different
aspects such as, value added and non-value added
NOTE: If you don’t have different colors, use a
colored marker and draw a box around the post-it
– examples:
Non-Value
Added Step
Step Needing
Follow-up
I.T. System
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Flow versus Performance (Data Usage)
• Process mapping helps us understand process flow
• Now we must collect data to more objectively
evaluate and measure process performance (metrics)
• To be successful, we must meet both Customer and
Business requirements
– Customer (VOC) - effectiveness measures
– Business (VOB) - efficiency measures
• A good measurement system incorporates both
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What are some (VOC) Effectiveness Measures?
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Unacceptable product or service
Customer complaints (by number / by type etc)
High warranty costs
Decreased market share
Backlog
Redoing completed work (cost)
Late output
Incomplete output (yield)
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What are some (VOB) Efficiency Measures?
• Outputs
• Highest level
• Look for:
– Quality
• Defects, Yield, Rework (Overall and by process step)
– Cycle Time
• Lead time (Overall and by process step)
– Bottlenecks / Cost (Overall and by process step)
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Steps for Data Collection (Metrics)
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Walk and document (know) your process steps
Develop an “operational definition” of a metric
Gather current data or recent historical data
Chart the data (Pareto/ bar chart, run chart, etc)
Analyze for trends or patterns
See how trends project into the future
Analyze what’s right and wrong with your process
Improve using the systematic DMAIC methodology
Monitor the process, using your metric
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Data Collection
• Data collection is the process of gathering the
information you need to be able to make a decision
Collection
Usage
Data
Collection
Plan
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Steps to Manage a Data Collection Plan –
Operational Procedures
1) Decide what you are trying to evaluate
2) Decide how you will attach a value to what you
are trying to measure
3) Decide if you need to collect new (fresh) data
4) If so, decide how you will collect the data
5) Decide how you will record the data
6) Determine the period of time you will study
7) Estimate how many observations you will need
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What are some Data Collection Methods?
Database
• Entered as part of workflow
• Mined with queries and reports
Travelers
• Sheets that move with product or file
Logs
Checksheets
• Every item vs. selected ones
• Links data to specific record
• Easy to use
• Aggregates data
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Steps to Manage a Data Collection Plan –
Consistency and Stability
1) Determine factors that could cause the
measurement of an item to vary
2) Find ways to reduce the impact of those factors
3) Test your data collection forms
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Steps to Manage a Data Collection Plan –
Collecting the Data
1) Communicate the what and why to the data
collectors and process participants
2) Train everyone who will be collecting data
3) Make data collection procedures error-proof
4) Be there in the beginning to oversee data
collection
5) Confirm understanding of operational definitions
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Steps to Manage a Data Collection Plan –
Is Measure consistent?
1) Check to make sure data measurements are
stable
2) Check to make sure data measurements
procedures remain consistent
3) Check to see if the data look reasonable
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What is the Analyze phase about?
The Analyze phase is where the team does a deep dive on
the data collected in order to determine the root cause of
the problem:
– Analyze the process maps and data looking for waste
an/or anything that does not add value
– Determine where the gaps are to provide biggest
impact
• Tool application in the Analyze Phase
– Perform Value Analysis
– Complete Waste Walk
– Identify Root Causes
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What is Value?
• Definitions:
– “Relative worth, merit,
or importance”
– “Estimated or assigned
worth”
– “The worth of
something in terms of
the amount of other
things for which it can
be exchanged…”
Definitions from Dictionary.reference.com
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What is the Definition of Value-added Work?
• Value Added
– Any activity or operation performed that helps transform
a product or service
– Completed right the first time
– Any activity customer is prepared to pay for or activities
required to ensure that a product or service is delivered
in conformance to specification
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What is the Definition of Non-value Added Work?
• Non-Value Added
– Any activity that doesn’t help to transform a product or
service into its final form
– Activity not performed right
– Activity customer’s not willing to pay for:
• Storage between operations, batching inventory
• Unnecessary process steps
• Movement of inventory, paperwork, etc.
• Re-work, corrections, etc.
• Wait times, delay times, idle times
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What actions for Necessary or Unnecessary exist?
Necessary
Unnecessary
Value
Added
Continue
Doing
Challenge Assumptions
Non-Value
Added
Work to Reduce
Challenge Need
Eliminate
Immediately
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Steps to Determine Value-Add /Non-Value Add
1. Using your process map, identify Lead times for
process steps
– Work Time
– Wait Time
– Transportation Time
2. Classify each step as Customer VA, Business VA
(not value-added, but necessary) or NVA
3. Calculate the total VA to NVA Ratio
– Total Customer and Business Value Added Steps
– Divide by Total Time
– Get % Value Add
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What is the Next Improvement Priority?
• Next step is to improve !
• Work to:
1. Eliminate Non-Value Add work content (waste)
2. Reduce Business Value Add (NVA, but necessary)
3. Keep Customer Value Add
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What are common Types of Waste?
Value Added Definition:
• The customer is willing to pay for it
• It changes the product in a desired manner
• Done right the first time
Non-Value Added (8 common types of waste)
• Defects
• Transportation
• Over production
• Inventory
• Waiting
• Motion
• Non-utilized resources
• Excess processing
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What are common Causes of Waste?
Types of Waste
People
Motion
Waiting time
Process
Overproduction
Excess Processing
Defects
Product
Inspection
Transportation
Problems / Causes
Incorrect layouts
Lack of proximity of machines
Off-line resources
Waiting workers, machines, materials
Long set-ups and lead times
Large batches, raw material stocks
High WIP, finished goods stocks
Making for the sake of it
Ignoring customer demands
Long cycle times- process, itself
Reduced efficiency- over processing
High overall lead times
Long delays for rectification
Costly rework
Dissatisfied customers
Approvals of approvals
High number of verification steps
Reliance- Mass inspection techniques
Unnecessary movement
Extra handling
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What are some Examples of Waste?
• Layout (distance)
• Insufficient
maintenance
• Poor work methods
• Ineffective scheduling
• Incorrect final point of
rest
• Counting inventory
• Multiple Signoffs
• No back-up/crosstraining
• Excessive Equipment
• Lack of workplace
organization
• Too many outside
trucks in the yard
The longer waste occurs, the more accepting you become!
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What is a Waste Walk?
• A planned visit to where the work is being
performed to observe what’s happening and to
note the waste
• Objective
– Validate the problems pointed out in the development
of the current-state map
– Provide a format to continue to socialize the redesign
effort.
– Provide an initial opportunity to gather staff ideas about
the current-state problems.
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Steps to Conduct a Waste Walk
1) Huddle with your team members
– Describe the purpose,
– Describe the various forms of wastes and examples,
– Pass out copies of the current-state map and identified
problems, and
– Assign areas to walk to you team. It’s usually better to
have a pair of people for each assignment.
2) As a group, walk the whole value stream depicted
on your map to confirm the areas of the
individual/pair assignments.
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Steps to Conduct a Waste Walk (continued)
3) Explain to the people in the area of observation
what you are doing.
4) Share the map and waste examples and describe the
objectives of the observation activity.
5) Move to areas for individual assignments, and study
the areas for 30–45 minutes.
6) As you see work that appears to be waste, jot down
the example you see.
7) Return to the team and discuss what you have seen.
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Steps to Conduct a Waste Walk (continued)
8) As a team, match the wastes you see to problems
previously identified in the current-state map.
9) If other significant problems are identified during
the walk, place them on the map.
10)Put the results of the waste walk next to the
current-state map being shared in the area and use
the examples to continue to socialize the current
state and the system-level problems that frustrate
the people and process.
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What is the ‘Why’ Analysis technique ?
• Question asking technique used to explore the
cause and effect relationships underlying a
particular problem or situation
• Five to Seven iterations of asking why is generally
sufficient to get to a root cause
• Stop when you think it is something you or your
team can affect (improve)
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Is there an Example of Why Analysis ?
• The vehicle will not start. (problem statement)
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Why? – The battery is dead
Why? – The alternator is not working
Why? – The alternator belt is broken
Why? – The belt was beyond its useful life
Why? – The vehicle was not maintained per the
recommended schedule
– Why? – Maintenance schedule not visible (scheduled)
• Root cause appears to be the lack of scheduled
maintenance… this is a process that can be
improved.
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Tips For Successfully Using Why Analysis
• You know when you have gotten to the root cause
when answer points to a process that is not
working or does not exist.
• The root cause generally is not time, money, or
manpower.
• Processes fail, not people or money, so ask the
question “why did the process fail?”.
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What is a Fishbone Diagram?
• The Fishbone diagram (or Ishikawa) is used to
identify possible causes for an effect.
• Causes are grouped into major categories to
identify the sources of variation through the 6M’s:
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Manpower
Machines
Materials
Methods
Measurements
Mother nature [environment]
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Why Use a Fishbone?
• Groups potential causes for defects into logical
categories
• Team works together to get to root cause
• Highlights where additional data gathering needs
to occur
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Step 1: Determine the Problem/Issue
• To construct a fishbone:
– Start with stating the problem in the form of a question,
such as “Why is x production low?” .
– Agree on the problem and place it in a box at the “head”
of the fishbone.
Why is x production
low?
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Step 2: Establish the Categories
• Determine which categories you will use to find
causes and draw the bones.
• Feel free to modify the categories for your project
and subject matter.
• General category examples:
– 6M’s
• Manpower
• Machines
• Materials
• Methods
• Measurements
• Mother nature
[environment]
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Step 3: Brainstorm Causes
• For each category brainstorm possible causes of
the problem that may be related to the
problem/issue.
• For each cause identified, continue to ask “why
does that happen?” and attach that information as
another bone of the category branch.
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Step 4: Review Diagram
• The diagram should now show all of the possible
causes of the problem that you can think of.
• Prioritize the key causes identified on the fishbone.
• Agree on which of these possible causes are
actually contributing to the problem and begin to
investigate those further.
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What is the Improve phase about?
The focus of the Improve phase is to implement
improvements that were brainstormed and agreed to in
the analyze phase.
The improve phase typically involves ideas being piloted
with the results being validated to ensure that no
adjustments need to be made.
• Tool application in the Improve Phase
– Select Improvements
– Indentify Future State
– Perform Risk Analysis
– Pilot and Implement Solution
83
What is Brainstorming?
• A group creativity tool used to generate a large
number of ideas to solve a problem
• There are many techniques:
–
–
–
–
Round Robin: move around group in turn
Shout Out: as it comes to you
Silent: write down ideas on slip of paper
Post Up: Pin ideas / suggestions on board so all can see
and add to – good for getting inputs from different
departments, the weekend crew or multi-shifts
84
What are some Idea Generation Tips?
Ideas and inspiration come from association – build
on words, themes, topics:
• Use reverse thinking: how can we make this worse?
then turn it around
• Ask why, then ask why again
• Avoid idea assassins, eliminate the “can’t” word
from your group
• Watch out for the “expertise” trap, challenge every
assumption
85
What are some Rules for Effective Brainstorming?
• DO
– Understand the focus
– Allow individuals to complete their thoughts
– Record all ideas
– Build on existing ideas, this is the power of
brainstorming
– Strive for quantity
– Organize, categorize, and evaluate LATER!
86
Rules for Effective Brainstorming (continued)
• DON’T
– Criticize ideas (consolidation and evaluation
come later)
– Use idea assassins, clarify LATER
– Make judgments, verbal or visual, as ideas are
being offered
– Allow any one person to dominate the session
– Stop when the page is full, keep pushing for
more ideas
87
What are some Helpful Hints in Brainstorming?
• Save an idea or two for the session. When things
slow sown, throw these ideas out to get the
process going again.
• Read back ideas from the list to rekindle team
energy.
• Take a Break, encourage team members to stand
up and walk around or think about something else,
then resume the session.
• Determine how many ideas you want to generate
during the session, encourage the team to persist
through lulls to reach this goal.
88
What are Techniques to Stimulate Insight?
• Changing patterns—unexpected juxtaposition
• Looking at things in different ways—making the strange
familiar and the familiar strange
• Adaptation—changing the context
• Imagining—asking “What if?”
• Reversal—looking for the opposite
• Connection—joining two unrelated ideas
• Comparison—building a metaphor
• Elimination—subtracting something or breaking rules
• Parody—making fun, looking for the humor
89
What is the Purpose of a ‘PICK’ Chart?
The purpose of the PICK Chart analysis/ activity
is to decide which improvement ideas are
most worthwhile (impact), based on expected
benefits and ease of implementation (effort).
Determine a relative scale for these two
factors.
90
What does a ‘P.I.C.K.’ Chart Look Like?
• Quick prioritization to identify which ideas to
continue to pursue (sorted by quadrant).
high
Challenge
Impact
Implement
Possible
Kill
low
low
high
Effort
91
Steps to Use a ‘PICK’ Chart
1) Write each idea on a sticky note and place in one
of the four PICK Chart boxes.
2) Decide whether each idea is hard or easy to
achieve. Think in terms of hours, manpower,
expertise, and other factors that make the
implementation easy or difficult.
3) Choose a payoff category.
– Determine if the improvement idea will result in a high or low
payoff
92
Steps to Use a ‘PICK’ Chart (continued)
4) Place the sticky note with the idea written on it
into the most suitable PICK Chart quadrant.
– Don’t put an idea on a line between two quadrants – this only
encourages the team to avoid making a decision about the idea
5) Choose improvement ideas based on their
placement on the Chart.
– Possible - ideas that are easy to implement but have a low payoff
– Implement - ideas that are easy to implement and a high payoff
– Challenge - ideas that are hard to implement and difficult to
determine payoff
– Kill - ideas that are hard to implement and have low payoff
93
What is a Future State Map About?
• Future State Map is next increment of
performance improvement
• Helps define specific activities for Kaizen effort
• Marries together mapping efforts, process
analyses, and the vision of an ideal state
• Improvements you select become foundation for
your planning and improvement activities
94
Steps to Develop a Future State Map
Future State begins as a markup of Current State:
1) Don’t start with clean sheet, make changes directly
on the Current-State map.
2) Identify where and what type of improvements you
intend to make.
3) Draw “burst” at areas or steps you wish to improve.
4) Identify how many / how much NVA steps will be
reduced (Red/ Yellow/ Green), and how much
process time reduced – estimate improvement goal.
(quantify waste reduction effort, if possible)
95
Is there Example of Map with (Improvement) Burst?
Acme Casting Detailed Process Map
A
Mag, LPI,
X-Ray
Heat Treat
No
Shipping Company
Called For Pick-up
Gloria
No
Yes
Yes
No
Purchase Order
Generated
Dick
Purchase Order
Generated
Dick
Heat Treat At
Acme
Sam
Casting Sent To
Heat Treat Vendor
Sam
Casting Sent To
NDT Vendor
Sam
Finish Grind
Sam
Receive Casting
From HT Vendor
Sam
Heat Treat At
Acme
Casting
Shipped To
Customer
Yes
No
Casting
Passed NDT
Machine
Yes
Machine At
Acme
Receive Casting
From NDT Vendor
Sam
Yes
No
No
Purchase Order
Generated
Dick
Weld Repair
Sam
Casting Sent To
Machining Vendor
Sam
Packaging
Sam
Yes
Machine
Sam
Receive Casting
From Machining
Vendor
Sam
Shipping
Paperw ork
Generated
Gloria
96
Steps to Develop a Future State Map (continued)
5) As soon as you have identified the changes, create
a new Process Map / VSM draft.
6) Picture what the Process Map / VSM will look like
after implementing the improvements.
7) Leave the Bursts for reference on the new map.
97
What are some Qualifying Questions to Consider?
Indicate answers directly on the future-state map:
–
–
–
–
–
–
–
–
–
What is the Customer demand? (takt time)
Where is the bottleneck operations?
Where can flow happen?
Where will you utilize a ‘pull’ signal? (kanban signal)
Where do supermarkets need to be located? (stores)
What is the right lot size between processes?
What are the current set-up / change over times?
How can schedule be smoothed?
How is time being utilized?
98
How Does the Kaizen Team Plan Improvements?
• Take actions identified on the Future-State Map
and establish an implementation plan
• Plan should be concise
• Scope individual improvement activity
– Include timing and responsibilities
• Maintain scope and focus
–
–
–
–
Address minimum number of key metrics
Don’t try to solve everything at once
Prioritize the changes
Follow through!
99
What is Risk?
• Risk is the potential that a chosen action or activity
(including the choice of inaction) will lead to an
undesirable outcome.
• Common risk categories
–
–
–
–
–
–
People
Process
Cultural
Environmental
Systemic
Legal & Regulatory
100
What is Risk Mitigation?
Risk Mitigation is about proactively eliminating
sources of variation that cause defects – process
based failure prevention.
• What does it do?
– Helps to evaluate how a process or design can fail
– Helps to quantify risk factors assisting in prioritizing
current or future changes
– Can act as a forum for process or design improvements
and preventative actions
– Assists in identifying weaknesses in current control plans
101
When Do We consider Risk Assessment?
Risk Priority Number (RPN)
• The ‘RPN’ calculation is a dynamic process:
– They can begin as soon as a project is selected for a
certain process, system or design.
– First one usually started no later than Measure Phase, or
beginning of the Analysis Phase.
– Should be revised as improvements or changes are made
to a process to assess risk.
102
What are factors of a Risk Assessment Team?
• This is a team process, members should be familiar with the
process.
• Team sizes may vary, but recommended size is
approximately 3 - 5 members.
• Depending upon the type of analysis being done, members
may come from:
•
•
•
•
•
•
•
Labor
Engineering
Supervision
Customer Support
Planning / Sales / Marketing
Human Resources
Maintenance
103
Steps for Risk Calculation and Mitigation
1)
2)
3)
4)
5)
6)
7)
Identify inputs to the process
Determine effects of a failure
Identify potential causes of each
List the current detection controls
Identify the potential loss - Severity
List how often it happens - Occurrence
Identify how the failure is caught - Detection
104
Risk Calculation and Mitigation Steps (continued)
8) Assign Severity, Occurrence and Detection ratings
to each step / cause
9) Calculate RPN
10) Prioritize recommended actions to reduce high
RPN’s
11) Take appropriate actions to reduce risk and
document
12) Update the document as appropriate &
recalculate
105
Focus on Prevention of Errors / Defects
The Risk Priority Number (RPN) --- allows the team to quantify
various failure modes to assist in prioritizing the team’s
improvement efforts
The RPN is the product of:
Severity x Occurrence x Detection
The higher the RPN, the higher priority the potential failure
mode becomes, prevention becomes the focus of the team
NOTE: The value of each of these characteristics is determined by the
team, general guidelines are provided on following pages
106
What are some Severity (S) Guidelines?
Guideline
Severity
Ranking
Significant damage, multiple deaths, and fines
Deadly
10
High likelihood of death or LTI, fines, and damage
Very Hazardous
9
LTI, Injury or near miss, fines and damage
Very High
8
Work stoppage, fines, and damage
High
7
Work stoppage, and damage
Moderate
6
Work stoppage
Low
5
Rework and loss of cargo
Very Low
4
Rework with delays
Minor
3
Rework without delays
Very Minor
2
No impact
None
1
107
What are some Occurrence (O) Guidelines?
Guideline
Occurrence
Ranking
Every opportunity
Inevitable
10
50%
Out of Control
1%
Very High
Every Batch
High
Selective Batches
Moderate
Hourly
Low
Daily
Very Low
Weekly
Minor
Monthly
Very Minor
Annually
None
7
5
3
1
108
What are some Detection (D) Guidelines?
Guideline
Detection
Ranking
Undetectable
Undetectable
10
Multiple failure detection
Random
Data Based Detection
Remote
End User Detection
Very Low
Audit Detection
Low
Sample Detection
Moderate
Manual Test Detection
Moderately high
SPC Post Process Detection
High
Automated In Process Detection
Very High
Preventative Detection
Always
7
5
3
1
109
Is there an Example of RPN Calculation?
Example:
We get an RPN = 4 x 4 x 1 = 16
What can go wrong?
Severity
Occurrence
Detection
RPN
Clerks arrive late
4
4
1
16
Wheeled loads
incorrectly spotted
4
6
2
48
Shuttle bus delays
arrival
2
1
1
2
Work on highest risk first… determine plan to counteract
potential risks before making the proposed improvement
110
Plan
What is Risk Assessment Need During Kaizen?
• Our main need for risk assessment is to evaluate
the risk of our proposed process improvements
before we put them in place.
• Risk assessment [w/ associated RPN] helps us:
–
–
–
–
–
Analyze new processes
Identify weaknesses in the control plan
Establish the priority of actions
Evaluate the risk of the process changes
Identify other potential areas to consider for process
improvement
111
What are the Characteristics of a Pilot Test?
• A pilot is a test of a selected solution
• Has following properties:
– Performed on a small scale (limited in scope, budget and
time)
– Used to evaluate both the solution and the
implementation of the solution
– Used to make the full-scale implementation more
effective
– Provides data about expected result
– Exposes issues in the Implementation Plan
112
Steps for a Pilot
1) Plan
–
–
–
–
–
What needs to be piloted
Where will the pilots be conducted
Who will be involved
When and for How long
How will the pilots be conducted
113
Steps for a Pilot
2) Review Solution Sets
–
–
–
–
Make sure all elements are complete
Integrate elements and interfaces
Identify possible failure points
Evaluate predicted performance (capability)
• Tips
–
–
–
–
–
Establish review objectives in advance
Complete all pre-work
Keep documentation clear and consistent
Distribute documentation prior to meeting
Set follow-up meetings to complete action items
114
Steps for a Pilot
2) Review Solution Sets (continued)
• Continue to Detail Plan / Outcomes
– List of key issues raised, identifying who raised them
– List of proposed actions for modifying the Pilot, including
who is responsible for making changes
– List of modifications / changes needed
– Schedule of future meetings to complete actions
– Schedule of future design review meetings
115
Steps for a Pilot
3) Finalize Solution Design and Implement
– Implement any remaining changes from pilot (2)
– Move to Pilot Testing / Solution Validation
• Tips
– Carefully observe all activities, effects and interactions
during the pilot run
– Actively manage the pilot run / plan
– Continue pilot long enough to establish reliable baseline
performance data
– Check for ripple effects and unintended consequences
116
Steps for a Pilot
4) Evaluate the Pilot Test / Run and Verify
– Use applicable statistical techniques
– Improve on the Solution Set / design if the Pilot
Test / Run demonstrates any weakness
– Prepare for WIDE-SPREAD Change
• Celebrate Success!
– Communicate small victories
117
Complete Full Scale Implementation (last step)
5) Close out critical elements of successful launch:
– Implementation Plan
• What / Who / When
– Documentation
• What’s the new process?
– Implementation Troubleshooting
• Who has responsibilities when trouble arises?
– Training
• New approaches need to be taught, old ways broken
– Performance Management
• Update Position Descriptions, Job Duties etc.
118
What is the Control phase about?
The focus of the Control phase is to establish how the
results are going to be sustained and monitored.
The control phase typically involves the creation of
metrics and plans to be executed when the
performance measures indicate the process is not
behaving as expected.
• Tool application in the Control Phase
– Demonstrate Improvement
– Mistake Proof
– Implement Control Plan
119
What is Baseline Data?
• Initial collection of data which serves as a basis for
comparison with the subsequently acquired data
– Captured during the Measure Phase
– Used to identify improvement opportunities during the
Analyze phase
– Consists of inputs and outputs of the process
• Compare Before and After (Collect same way)
Baseline
=
vs.
Final
120
What is Purpose of Displaying Improvement?
• Final data must be compared against the baseline
data… before and after comparison
– Demonstrates improvement or change within the
process in a manner that is easily understood by all
– Generally done using tables and graphs that show sideby-side the change that has taken place as a result of
the project
121
Visually Displaying Data (Improvement)
• Side by Side comparison of baseline data to
demonstrate difference in service
– Simple table built in MS Excel (KEY: more is better, i.e. MPH)
122
Graphically Displaying Data (Improvement)
• SPC chart showing base line data compared to final
data, demonstrating improvement
– Built in Minitab with the help of your Master Black Belt
Chart of Top Handler per gang by week
Before
2.1
A fter
Individual Value
2.0
UCL=1.9067
1.88
1.9
1.8
_
X=1.7977
1.7
LCL=1.6887
1
6
11
16
21
26
Observation
31
36
41
46
123
Why is Mistake-Proofing Important?
• Sustain the Gain!
• Lean Thinking / Practice does not allow extra
inventory to compensate for scrap.
• Lean ideology focuses on speed ...
And, speed cannot exist when defects and rework
prevail.
• Cost pressures don’t tolerate continued mistakes:
for example - scrap, rework, lateness.
“Our Customers rightfully expect defect free services / products and …
traditional 100% inspection won’t provide 100% defect-free output.”
124
What is a Mistake-proofing Device? (Definition)
A ‘poka-yoke’ or mistake proofing device
eliminates defects by preventing errors.
What does it mean?
•
•
poka – error (foolish action); yoke – to avoid
Replaces earlier version baka yoke (fool proofing) – a more negative
connotation
125
What States exist for Errors? (Process Condition)
Incorrect
Process
Process Not
Followed
• Following process produces
defects
• Change process, defects go away
• Generally, easiest to change
• Process hard to follow
consistently
• Process problem, not people
problem
126
What are the Top 10 Causes of Errors?
• Processing omissions: leaving out one or more process
steps
• Processing errors: process operation not performed
according to the standard
• Error in setting up: using wrong tooling or incorrect setting/
adjustment
• Missing parts: not all parts are included in assembly/
process
• Improper part/ item: wrong part installed in assembly
127
Top 10 Causes of Errors (continued …)
• Processing wrong work piece: wrong part machined/
processed
• Operations errors: incorrect revision or specification sheet
• Errors in equipment, maintenance or repair: Defects caused
by incorrect repairs or component replacement
• Error in preparation of inspection equipment, fixtures or
tools: Damaged inspection tooling; poorly designed fixtures
or wrong tools; mis-measurement
128
What are common “Red Flag” Conditions?
1.
Adjustments
9.
2.
Unclear or no instructions
10. Rapid repetition
3.
Undefined process
4.
Many units/mixed units
11. High volume demand or deadline
pressures
5.
Multiple steps
6.
Infrequent production
7.
Ineffective or lack of standards
8.
Multiple handoffs
Hand processing
12. Environmental conditions
129
Steps for Mistake-proofing
1) Identify and Describe the defect/ red flag condition
2) Determine root cause
(where the defect is discovered or where it is made)
3) Detail the sequence of events in the standard procedure
4) Review the steps that differ from the standard (deviations)
(identify contributing conditions or potential failure modes)
5) Identify the mistake-proof device type required (S,C,W)
6) Create device(s) and test for effectiveness
(incorporate into Standard Work)
130
Why the Need For Control Plans?
• Control Plans are about sustainability
• Control Plans exist to ensure the process maintains
the gains seen from the project
• Control Plans provide predictive information, such
that adjustments can be made before the output
deviates from the plan
• Good control plans, ensure improvements stay in
place
• All too often this is where the fun ceases, the real
work starts
131
What are some Control Plan Elements?
In preparing a control plan, concentrate on:
• What needs to be monitored?
• Who is going to be keeping the process functioning
properly?
• How are they going to monitor?
• Where will the monitoring be conducted?
• Where should the plan reside?
• What will be done if the monitoring detects a
condition outside of the Customer’s specifications?
132
Why an Improvement Hierarchy?
So you don’t have to “fix” the problem again!
Most Desired
Full Automation
Fail-Proof
Simplification
Training
Least Desired
Awareness
• No Manual Intervention
The process is
changed to be
less dependent
upon people
• Impossible to Fail
• Eliminate Activity
• Certification and Audits
Behavior
typically reverts
back
• Notification
133
Are there Tips for a ‘Reaction’ Plan?
• Be pragmatic!
• Actions should be the responsibility of people
closest to the process
• Secure process owner’s approval
• Document in detail, and identify the person
responsible for, reacting to unacceptable variation
• Incorporate procedures by reference in the control
plan
• Build control plans from the updated Risk
Assessments
134
What is the Hierarchy for Reaction Planning?
Some reactions are better than others
BETTER
PREVENT
CORRECT
COMPENSATE
Root cause identified and
permanently corrected
Root cause is identified and
corrected temporarily
Making adjustments – without
identifying root cause
Compensating actions are usually less successful.
Preventative actions will last longer.
135
Invoice Sys Uptime
94.0%
Order DB Uptime
90.0%
88.0%
Weekly dashboards were used to report Data Accuracy and report
weekly Performance summaries (Sustaining the gains.)
136
12/11/2004
96.0%
11/27/2004
Department Cost
11/13/2004
100.0%
10/30/2004
System Uptime %
10/2/2004
102.0%
9/4/2004
12/11/2004
11/27/2004
11/13/2004
10/30/2004
10/16/2004
10/2/2004
9/18/2004
0.00%
10/16/2004
40
9/4/2004
2.00%
42
9/18/2004
4.00%
44
8/7/2004
46
8/21/2004
DSO
8/21/2004
48
7/24/2004
20
8/7/2004
DSO
7/10/2004
50
7/24/2004
Avg. Cycle Time
7/10/2004
50
6/26/2004
56
6/26/2004
58
6/12/2004
Ju
l
Au
g
Se
p
O
ct
No
v
De
c
60
6/12/2004
$-
12/11/2004
$2,000
11/27/2004
$4,000
11/13/2004
$8,000
10/30/2004
$10,000
10/2/2004
$12,000
10/16/2004
Department Cost
9/4/2004
Avg. Cycle Time
9/18/2004
$14,000
8/21/2004
0
Ju
l
Au
g
Se
p
O
ct
No
v
De
c
Ja
n
Fe
b
M
ar
Ap
r
M
ay
Ju
n
10
8/7/2004
30
7/24/2004
40
7/10/2004
60
6/26/2004
$6,000
Ja
n
Fe
b
M
ar
Ap
r
M
ay
Ju
n
12/11/2004
11/27/2004
11/13/2004
10/30/2004
10/16/2004
10/2/2004
9/18/2004
9/4/2004
8/21/2004
8/7/2004
7/24/2004
7/10/2004
6/26/2004
6/12/2004
70
6/12/2004
12/11/2004
11/27/2004
11/13/2004
10/30/2004
10/16/2004
10/2/2004
9/18/2004
9/4/2004
8/21/2004
8/7/2004
7/24/2004
7/10/2004
6/26/2004
6/12/2004
Are there examples of Weekly Dashboards?
Defective Invoices
20.00%
18.00%
54
16.00%
52
14.00%
12.00%
10.00%
8.00%
Defective Invoices
6.00%
101.00%
System Data Audit Accuracy
100.00%
98.0%
99.00%
98.00%
97.00%
96.00%
Invoice Sys Accuracy
92.0%
95.00%
Order DB Sys Accuracy
94.00%
93.00%
92.00%
What is Purpose of Process Documentation?
• General purpose:
– Ensure compliance with relevant standards and procedures
– A means for implementing a company’s objectives and policies
• General rules:
– Compliance is easy to check
– Employees can:
• Understand them
• Understand their individual responsibilities
• Respond to all situations that might arise
– Are practical and economical
137
What are Attributes of Good Documentation?
• Clarity and Comprehension - Suitable for the
Reader
– Provides information to be used
– Is not meant for enjoyment or mere learning
– Read only to be able to carry out the instructions they
contain or to check that someone else is carrying them
out correctly
138
Attributes of Good Documentation (continued)
• Clarity and Comprehension - Suitable for the
Reader
– Questions to ask:
• Do they have sufficient background information to
absorb the information at this point of the
procedure?
• Will they retain sufficient interest at this point to
keep up the required concentration?
• Is there superfluous information
• Can information be found and extracted quickly?
139
Attributes of Good Documentation (continued)
• Correctness
– Is the information accurate and consistent?
– If the documents are inaccurate, resulting in mistakes or
distrust by the employees, the basis of quality crumbles
• Structure of the Documentation Set
– Structure (hierarchy, classification and sequence) is
essential for making documentation accessible
– EXAMPLE: The procedures for filling a Purchase Order
can extend across Purchasing, Contracts, Accounting,
Invoicing, Transport, and so on. . .
140
Attributes of Good Documentation (continued)
• Compliance with Standards and Regulations
– Must be able to demonstrate that the best available
practice was followed and that applicable regulations
were complied with
• Suitability for Audit
– Must be visible and straightforward
– Auditing addresses accountability
– The objectives of the procedure must be stated clearly
so that an audit can determine if they are being achieved
141
What are Process Documentation concerns?
• Process Map or Flow Chart
– Consider at what level to map - High, Detailed
– What type of map will you use?
• Traditional Process Map, Swim Lane, VSM
• Procedures / Instructions / Planning Documents
– Develop a sequence of steps and other instructions
• Who, What, Where …
– Be specific, clear, realistic
– Highlight potential pitfalls to performance
– Note any common exceptions
• Note how to obtain or find the document
142
What are some Improvement Documentation Tips?
• Use your team and / or affected individuals
• Test the procedure exactly as it is documented
• Be complete, but concise
– Do not assume prior knowledge
• Place the procedure where it is readily available
• Outline a method for updating procedures for
continuous improvement
• Date your new procedures
• Removed obsolete procedures
143
What are methods for Checking Procedures?
• Directly
– By Observation
• Are people actually doing what the procedure says?
• Are all the steps being followed?
• Are people referring to the procedure?
– By asking those using the procedure
• “Is each step in the procedure clear?”
• “Are you having difficulty in following the
procedure?”
• “Could we improve the procedure and still get
results?”
144
Checking Procedures (continued)
• Indirectly
– By Observation
• When was the last time the instruction was revised?
• Is the Control Chart being used as a signal for
investigation?
145
What are Common Pitfalls with New Procedures?
• Not involving affected employees in creating the
new procedure
• Not testing the procedure
• Omitting information - results needed or how to do
a step
• Lowering the importance of procedures - either by
not having them or by management ignoring need
• Putting procedures on the shelf - not tracking
actual use, regular maintenance, destroying
obsolete procedures
146
Summary: Kaizen (3-5 Day) Roadmap
Define
1. Review Charter
2. Prep Kaizen Event
3. Walk the Process
Measure
4. Create High Level Map
5. Create Detailed Map
6. Collect Baseline Data
Analyze
7. Perform Value Analysis
8. Complete Waste Walk
9. Identify Root Causes
Improve
10. Select Improvements
11. Identify Future State
12. Perform Risk Assessment
13. Pilot & Implement
Control
14. Demonstrate Improvement
15. Mistake Proof
16. Implement Control Plan
Your Master Black Belt mentor
will be there through the entire
process to support you!
147
Kaizen
Team Primer
Meeting Date
Team Members