Transcript Kaizen Facilitator Project Slides (PPT)

Kaizen Facilitator
Project Slides
<Agency/Dept.>
Lean Overview
A quick review of Lean principles,
methods, and tools
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What is Lean?
• A time-tested method and set of tools to
help us improve “how” we produce our
products and services.
• Lean is also a mindset, where we ask each
day “How can we make our services better
for customers?”
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Lean helps us Understand:
1. What adds value to our customers
2. How work gets done
3. How we can identify root causes of
problems
4. What an “ideal / no waste” process looks
like
5. How we can improve performance
6. Whether process changes were successful
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Lean helps Simplify our Work
• Eliminate tasks that do not add value
• Make things easy and intuitive for
customers and staff
• Automate repetitive tasks
• Leverage staff talent
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How Do We Define Value?
Value-added
• Customer is willing to
pay for it
• Actually transforms a
product or service
• Done correctly the first
time
vs.
Non Value-added
• Consumes resources
without creating value for
the customer (often CYA)
• Tasks to resolve incomplete
and inaccurate information
(percent of the time work is
complete and accurate
(%CA)
• Requires extra time, effort,
or resources to fix
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Why Focus on Process?
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Why Lean?
• Minnesota’s population is getting older
• Increasing customer expectations
• Pressure for greater accountability and
transparency
• Tight and shrinking budgets
• Shrinking workforce and increasing need for a
more skilled workforce.
Lean helps us improve quality, reduce costs, increase customer
and employee satisfaction, & capture knowledge
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Lean Example
• Meals Per Hour.mp4
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Lean Principles
Customer Focus
Data driven decisions
Respect
Results
Accountability
Excellence
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PDSA – The Lean Methodology
• Adopt/Adjust/
Abandon &
sustain
improvement
• Monitor
progress and
results – 30, 60,
90-day reviews
• Define project
(Project Charter)
Act
Plan
Study
Do
• Hold event
• Implement
Action Plan
Following the Lean methodology ensures knowledge creation
and continuous improvement
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Lean Tools
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7 Wastes
5S
Error Proofing
Visual Management
Kaizen
Standard Work
5 Whys
Fishbone Diagram
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7 Wastes
1.
2.
3.
4.
5.
6.
7.
8.
Defects
Overproduction
Waiting
Non-utilized staff talent
Transportation
Inventory
Motion
Extra processing
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Can You SEE the Wastes?
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5S
A simple method for creating a clean, safe, orderly,
high performance work environment.
1. Sort
2. Set In Order
3. Shine
4. Standardize
5. Sustain
6th “S” for “Safety”
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Poka Yoke – Error Proofing
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Visual Management
A communication device that tells, at a glance, how
work should be done.
• Where items belong
• How many items
• Standard procedure
• Work in progress
There is only one place to put each item.
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Visual Management
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Kaizen
A Kaizen event is a
facilitated, rapid
improvement event
that engages the
creativity of employees
to remove waste from a
process.
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Swim Lane Map
Kaizen events use swim lane maps to
document the current and future process
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Standard Work
The safest, highest quality,
and most efficient way to
perform a task or process.
• Focuses on helping the
employee be successful
• Reduces variation and
increases consistency
• Improvements cannot be
sustained without it
“Where there is no standard, there can be no Kaizen.”
Taiichi Ohno, Vice-President Toyota Motor Company
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5 Whys
• 5 Whys is a SIMPLE and
POWERFUL technique for
uncovering the root cause of
a problem when you lack
data regarding why the
problem is occurring.
• If we don’t solve problems
at the level of the root
cause, we risk the same
problem resurfacing in the
future.
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Fishbone Diagram
• Fishbone diagram or Ishikawa
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Kaizen Agenda
Our plan during the event
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Kaizen “High-Level” Process
1.Define Issue and
Goal
8. Implement
Changes
9. Monitor
Performance
2. Engage Team
7. Share
Recommendations
10. Adjust and
sustain
improvements
3. Conduct Prework
6. Define Future
State
4. Hold Kickoff
5. Understand
Current State
Act
Plan
Study
Do
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Kaizen Agenda – Day 1
1. Set ground rules
2. Identify customer requirements
3. Define success
4. Training: Process Mapping
5. Map current state process
6. Debrief (Plus / Delta)
7. Sponsor Check-in meeting
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Kaizen Agenda – Day 2
1.
2.
3.
4.
5.
6.
7.
8.
Review agenda, ground rules, and check-in report
Complete current state map
Assign task and wait time and characterize
process
Identify value added steps, wastes, & pain points
Identify root causes of problems
Brainstorm ideas to improve the process
Debrief (Plus / Delta)
Sponsor check-in meeting
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Kaizen Agenda – Day 3
1.
Review agenda, ground rules, and check-in report
2.
Evaluate and select improvements
3.
Take Team photo
4.
Map the future state process
5.
Assign task and wait time and characterize process
6.
Identify performance measures
7.
Prepare an Action Plan
8.
Debrief (Plus / Delta)
9.
Sponsor check-in meeting
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Agenda – Day 4
1.
Review agenda, ground rules, and check-in report
2.
Finish up work from the prior day
3.
If there is time:
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Identify project risks and prepare mitigation steps
Revise forms/templates
Prepare communication plan
Implement Quick Hits
4.
Prepare report out presentation
5.
Deliver report out presentation
6.
Celebrate!
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Post Event Work
1.
Facilitator follow-up: submit
documentation
2.
Implement action plan, including training
3.
Conduct 30, 60, 90-day status reports
4.
Monitor progress and make needed
adjustments
5.
Document standard work
6.
Sustain improvements
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Kaizen Event
Working our plan
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Customer Requirements
• Who are process suppliers, customers and
stakeholders?
• Who is/are the key customer(s)/end
user(s)?
• What do they want/need/require?
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The "Ideal" Process
• Is completed entirely by one person
• Is completed one at a time (no batching)
• Is completed as soon as the request is made
• Is completed without interruption
• Is completed with the information provided
• Is completed correctly
• It never returns
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Implement “Lean Rules”
1. Documents the content, timing, sequence, and
outcome of each process step (standard work).
2. Has simple and direct connections between
process steps.
3. Involves as few steps and people as necessary.
4. Implements solutions as close to the problem as
possible (in time and staff)
5. Engages the people in the process to define and
solve problems and make improvements.
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Vision of Success
If this process was exceptional, what
outcomes or results would you see?
Consider:
• The needs/requirements of all process
customers
• Prioritize the needs of end users
• The “Ideal” process and Lean Rules
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Process Mapping
Reasons, formats and steps for
documenting a process
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What is a Process?
• Process = a series of steps/tasks to achieve
a result.
Step
1
Step
2
Step
3
Step
4
Result
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Process Documentation Benefits
1.
Staff and customer clarity on the content, timing,
sequence, and outcome of each process step (i.e.,
standard work)
2.
Staff clarity on who is responsible for each step and
how long it should take to complete each step
3.
Standard work makes it easy to deliver consistent
services/products to customers
4.
Ability to measure progress and performance
5.
Easier to onboard/train new employees
6.
Easier to improve service quality and efficiency!
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Process Mapping Formats
Process documentation table
• Good for capturing tasks, decisions, and process issues prior to
a process mapping session and good for documenting standard
work
Spaghetti map
• Good for showing physical movement of people and materials
Flow chart
• Good for showing tasks and decision loops
Value stream map
• Good for showing where “value” is created, highlighting
improvement opportunities, and is linear
Swim lane map
• Combination of a flow chart and value stream map - good for
showing who performs which tasks and when
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Swim Lane Map
Customer
Calls in order.
Customer Service
sends e-mail to Sales
Customer
Customer Service
Sales
Order Entry
Sales person is
assigned to order and
delivers paper copy of
order to Order Entry
An electronic order is
sent to the supplier.
Accounting Order is now
entered into
Supplier the company’s
data base.
Shipping
Time
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Swim Lane Map Key
Task
Handoff
(Time)
Decision?
Wait
(Time)
Storage
Location
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Mapping Tips
Function
or
Position
Function
or
Position
• Every time you change lanes, there’s
a handoff
• With every handoff, there is almost
always a wait
• Putting information into storage
requires a task and file/store
denoting the storage location
• Every decision should have a task for
"yes" and for "no"
• Subsequent tasks appear to the right
of the prior task, unless the task
occurs simultaneously (e.g.,
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meetings)
Mapping Tips
• After you have finished mapping assign
average times, or use worst and best
case scenarios for each wait and each
task
• 90:10 Rule - When mapping, consider
what happens the majority of the time don’t focus on the exceptions.
• Identify value added steps
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Process Documentation Questions
1. What is the purpose of the process
2. Who is/are the end-user customer(s) for the process and
what are/is their needs or requirements
3. What is the first step
What is the next step, etc.
4. Do you use any physical or electronic forms for the step
5. On average, how long does it take to complete the step
6. What percent of information is complete and correct
7. Where does the information go from here
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Walk the Process
From the beginning….
…To the end
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Characterize the process
1. What forms, tools, or
systems does each step
use?
2. How long does each
task and wait take?
3. How many steps,
waits, storage,
handoffs, and
decisions are there?
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Process Metrics
Current State
Qty.
Time
Tasks
Waits
Handoffs
File/Store
Decisions
Totals
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Lead/Cycle/Elapsed Time: <# unit >
Travel distance:
Percent complete and accurate (%CA)
FTEs: <full-time equivalent staff>
Takt Time:
• Customers served per time
period
• Customer satisfaction rate
• Transactions per time period:
• Others?
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Process Data
Current State
Qty.
Time
Tasks
Waits
Handoffs
File/Store
Decisions
Totals
% Change = (Current hours – Future hours)/Current hours) x 100
• [ ] % reduction in lead time
• [ ] % reduction in task time
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Process Observations
Strengths
• Where does the process
work well?
• What are value-added
steps?
Act
Plan
Study
Do
Weaknesses / Pain Points
• Where are the 7 wastes?
1. Defects
2. Overproduction
3. Waiting
4. Non-utilized staff talent
5. Transportation
6. Inventory
7. Motion
8. Extra processing
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Define Future State
What we want our process to be
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Barriers to the Ideal Process
Poor Information
• Missing information
• Inaccurate
information
• Assumptions
Poor Information Flow
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Hand-offs
Waiting
Poor sequence
Confusion on flow
Linear processing
Organizational structure
Information/Knowledge
silos
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Brainstorm Improvements
Purpose: Leverage the team’s creativity to identify
improvement opportunities
Guidelines:
• Defer judgment
• Strive for quantity:
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No/low cost ideas
Innovative/bold ideas
• Document all unique ideas
• Combine and build on ideas
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Brainstorm Process
1.
2.
3.
4.
Silently record as many ideas as you can think
of that will help achieve the project objective,
remove process wastes, and move the
process towards your vision of success (10
minutes).
In a round robin fashion, state one of your
ideas until the facilitator has documented all
unique ideas from the team
Remove duplicate ideas from your list once
they have been documented by the facilitator
Ask questions and build on ideas
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Prioritize Ideas
Resource Intensive
(high impact + high difficulty)
Top Recommendations
(high impact + low difficulty)
#
IMPACT
#
#
#
Quick Hit
#
Low Hanging Fruit
(low impact + low difficulty)
Poor Ideas
(low impact + high difficulty)
#
#
#
#
#
#
Quick Hit
#
DIFFICULTY
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What are our Quick Hits?
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Map Future State
1. Agree on improvements
2. Create Future State Map
3. Assign time to tasks and waits
4. Characterize process (value added steps)
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Expected Improvement
Current State
Quantity
Time
Future State
Quantity
Time
Tasks
Waits
Handoffs
File/Store
Decisions
Totals
• <> % reduction in lead time
• <> % reduction in task time
% Change = (Current hours – Future hours)/Current hours) x 100
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Develop an Action Plan
#
Action Item (Task)
Owner
Timeline
Status
1.
2.
3.
4.
5.
6.
7.
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Establish Performance Measures
• What critical few measures will answer:
• Did we achieve our goal?
• How well did we do?
• Is anyone better off? What was our impact?
• Use measures to:
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•
•
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Validate results
Inform decisions regarding adjustments
Set future targets for improvement
Communicate with stakeholders – share success
and lessons learned
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Develop Standard Work
PROCESS PROFILE
Title:
Department/Office:
Date:
Owner:
Process Purpose/ Description:
Ideal Process / Desired Future State
Scope: (first and last step in process)
References: (applicable federal, state and district requirements/policies/procedures)
Customers: (from SIPOC Diagram)
•
Customer Requirements
Suppliers: (from SIPOC Diagram)
• Supplier Requirements
Tool/Equipment Requirements
Templates and Forms (inputs & outputs)
Process Map/Steps
Roles and Responsibilities (RACI Diagram)
Glossary
Training
Performance Measures: (2-3 success indicators)
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Share Team Recommendations
• Complete and deliver Project Report Out
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For More Information
• Minnesota Office of Continuous Improvement
‒ Dept. of Administration, State of Minnesota
‒ MN.gov/Lean | [email protected]
• Mary Jo Caldwell |CI Director
‒ Office: 651.201.2560 | [email protected]
• Cristine Leavitt | CI Consultant
‒ Office: 651.201.2567 | [email protected]
• Cathy Beil| Improvement Data Coordinator
‒ Office: 651.201.2564 | [email protected]
• CI Users Group (MN.gov/Lean)
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