Transcript Kaizen Event

management shows enthusiasm for, has a good business case, and will
allow the involvement of many. Initially avoid processes that are out of
control, are seen as not needing improvement, or are dependent on other
processes. Gain experience before tackling difficult processes
Set Goals: Set high goals for the team to achieve, typical results
include: Productivity Improved by 30%; Setup reduced by 90%; Inventory
reduced by 50%
The Team:
Leader is experienced, is inclined toward action, is open
minded. Members (2 to 9 additional) have an interest, are ‘subject matter
experts”, can be from outside the area of impact to ask “dumb questions”.
Remember Team Etiquette
Set the Stage:
Know “What Done Looks Like”, Eliminate
Interruptions, have supplies ready, make sure you have management’s
support for event. Prepare conference room, be prepared to “go to
Gemba”.
Kaizen Rules:
Be open to change, everyone involved, stay positive,
speak out if you disagree, see waste as an opportunity, no blame
environment, treat others as you want to be treated, ask the silly questions,
challenge the givens, creativity before capital, understand the data and
principles, Just do it!
AVOID: Can’t Because…. Won’t work here, no need to study, already
know the answers, going to do my way anyway.
1 – Set The Scene
•Stakeholders & Customers, Scope, Training, Understand your
customer (Voice of the Customer) to understand VALUE
•Value Added, Non-Value Added, Necessary Non-Value
Added.
•Waste Vs Value Added
•Where to find Waste (D.O.W.N.T.I.M.E.)
•Day 2 – Observe Current Process
•create current stateVSM, gather data, watch for VA, NVA and
NNVA, find root causes of waste.
•Day 3 – Develop Future State, Prepare PLAN
•Brainstorm improvements to process
•Create future state VSM
•Develop written plan to go from current to future state
•Include dates and responsibilities
•Use Gantt chart or other method to track progress, display publicly
•Day 4 – Execute
•Publicly display plan and progress
•Highlight “milestones”
•Hold follow up meetings as necessary (planned)
•Communicate progress to stakeholders, customers, and team
members
•Manage changes to plan
•Day 5 – Report and Analyze
•Report results publicly
•Compare Actual to Expected
•Understand differences between Actual and Expected
•Standardize positives
•What can be learned from negatives
•Share what was learned with others who might benefit
•Define next steps, more PDCA and Kaizen?
PLAN
•Day
DO
Select Project: Start with a project that is easily measured and
Agenda: (Plan, Do Check, Act) (PDCA)
Check & Act
Kaizen (Ky’zen) Defined: Gradual, orderly,
continuous improvement. Can be applied to
ALL processes, Involves EVERYONE
Kaizen Blitz: 1 to 5 day rapid, focused,
intense Kaizen event
•CELEBRATE