Post on 18-Mar-2020
ASQ Joint Dinner Event 1510 & 1515
Tropical Acres Restaurant
Ft. Lauderdale, FL 33312
January 2018
Linda Linnus, MA / LSSBB / ISO 9001
How to pronounce it?
A really famous sports car has the same problem!
https://www.youtube.com/watch?v=hyc96YnwGD4
Do you pronounce it Kaizen or Kaizan? Which is it?
https://www.youtube.com/watch?v=_EbZhR9pJSE
This Kaizen training includes three separate topics
• Kaizen Overview
• When to choose Kaizen over Lean or Six Sigma
• Kaizen Approaches
• Team selection
• Principles
• Lean Tools and Techniques
• Action Plan
• Facilitation skills
• Leading Teams
• Idea Generation & discussion
• Tool selection
• Overcoming roadblocks
• Project Mgmt.
Part 1 - Overview Part 2 - Execution Part 3 - Facilitation
• Preparation and Execution deep drive
• Detailed Pre-Planning and Research phase
• Execution Roadmap
• Post Kaizen steps (e.g. Report out)
Today’s “WHAT” -- Kaizen Overview
• When to choose Kaizen
• Pre-Planning
• Execution
• Post Follow-up
Kaizen Office example ~ movie clip from the “Pursuit of Happyness”
https://www.youtube.com/watch?v=B-VGN4ZmoxU
• Structured approach to problem solving
• Bias towards action – the output of a Kaizen is an actionable plan for changing an existing process
• Based on the philosophical belief that everything can be improved
• A select team work a problem within a short amount of time
• Applies to all processes, even those that cross organizational boundaries
Kaizen is a rapid focused application of Lean principles to reduce waste and improve a process
What is a Kaizen?
Kai = Good Zen = Change
Understand Six Sigma, Lean, and Kaizen methodologies in order
to create an effective business improvement strategy
When should we choose Kaizen?
When should we choose Kaizen?
Organization’s
Objective/Situation
LEAN / Kaizen / or Six Sigma ???
Quick results LEAN projects typically take 1-3 months
Focused on reducing costs LEAN or Kaizen – identifies waste resulting
in reduction in non-value added process
steps, which will reduce overall costs
associated with a process.
Reducing defect rate on
customer deliverables
Six Sigma – eliminates defects by definition
of 3.4 defects per million opportunities
Reduce variation in process
and/or output
Six Sigma – reducing variation from a
process
Limited data analysts or trained
experts capable of carrying out
data analysis
LEAN or Kaizen require far less data and
minimal statistical analysis
Targeting an IPO (Initial public
offering – i.e., purchasing a new
solar site) in the near future
LEAN – less costly and faster method to
deliver results
Is it a Six Sigma, Lean, Lean Six Sigma or Kaizen
problem? So….When should we choose Kaizen?
Understand Six Sigma, Lean, and Kaizen methodologies in order to create
an effective business improvement strategy
JUST DO IT!
Use Project management and
change management principles
CROSS -FUNCTIONAL TEAM
PROJECT
Utilize change management
principles, Six Sigma and Lean
Tools
LEAN / KAIZEN
Utilize change management
principles and Lean tools
SIX SIGMA PROJECT
Use change management
principles, DMAIC or DFSS
methodogies
Less Complex More ComplexU
nko
wn
Kn
ow
n
Let’s Get Started!
To Kaizen, or not to Kaizen ~ that is the question…
• Is the scope narrow enough for a Kaizen event?
• Is the problem/situation linked to the strategic plan?
• Is the data readily available?
• Have the process owner(s), stakeholders, subject
matter experts been identified?
• Is the process highly visible to staff or customers?
• Does the project have a high probability for
success?
What is the difference between a Workshop, Blitz & Event?
Activities Kaizen Blitz Kaizen Event
1 to 2 months
prior
Perform Needs Analysis – Determine which approach is needed
GEMBA - Go See
Time Frame 1 - 2 days 3 - 5 days
Scope Smaller scale problems Larger more complex problems
Pre- Kaizen Meet with Sr. Leadership
Develop Team Charter
SIPOC
Current State Map
Data Collection & Analysis
Select Team Members
Identify / Interview SMEs
Select Activities for Event
Team Training
Kaizen Review VOC requirements
Map Future State
ID improvements
Create Action Plan
Daily out-briefs / Report outs
Create Plan for follow-up actions (BLITZ ONLY)
Post Kaizen Track action items and primary metric
Status reporting
30 / 60 / 90 Day follow-ups
» Identify an opportunity
» Analyze the process
» Develop an optimal solution
» Implement the solution
» Study the results
» Standardize the solution
» Plan for the future
A Kaizen event is a process focused improvement method
Iteration is the continuous repetition of an operation or procedure –
hence the term “continuous improvement”…
» Hold Pre-Planning Meetings
˃Map it out:
+ SIPOC
+ Current State
» Obtain agreement with potential Sponsor and Process Owner on process maps
SIPOC The First “Go-To” Process Map
» Develop and distribute a schedule prior to the actual Event˃ List Days
˃ Time slots
˃ Activities
˃ Lunch
˃ Include morning prep meetings and end of day daily summary briefings
˃ Final
» Once developed STICK TO IT!
Pre-planning the Kaizen Event
» Define ( Prep one month prior to event)˃ Clearly define the Kaizen objective
˃ Select team members, perform logistics, notifications, data collections, and prepare project charter
˃ Create Current State (“as is”) process map
» Measure (Collect baseline current state data one month prior or first day of event)˃ Create or validate the value-stream map including a
resource flow layout for all the process (people, paper, material, information)
˃ Carefully observe, then collect needed metrics for tasks or steps in the selected process
Kaizen Mirrors the DMAIC Framework
» Analyze (Mid-Event)
˃ Quickly validate root causes and identify sources of waste
˃ Review waste elimination techniques, then brainstorm process improvements for eliminating non-value added tasks and reducing variation
» Improve (Mid-Event)
˃ Map the ideal state and / or future state process (see next page)
˃ Test the improvements, if possible, then fine-tune to ensure the process is capable
˃ Create action item list to accomplish improvements
» Control (Post Event)
˃ Create Standard Operating Procedures and training for employees
˃ Present results to Management Team for immediate approval
˃ Complete follow-up, monitor results over time
Kaizen Mirrors the DMAIC Framework
Kaizen It Is ~ So Let’s Get Started!
• Draft a Problem / Goal statement
• Select Key Attendees (process owner, stakeholders,
subject matter experts)
• GEMBA – go see, observe, and ask process users /
customers questions
• Research, verify, and validate information
• Determine data collection plan
• Collect baseline data (current state performance)
Establishing a Code of Conduct at the beginning of Kaizen
Events fosters openness, innovation and teamwork
TEAM = Together Everyone Achieves More!
1) Turn off / tune in – it is a FAST rollercoaster
ride
2) Management is visible to support
3) There is no rank among team members
4) Be open minded – no agendas
5) Respect each other
6) Stay on task and on time
7) Foster a positive attitude
8) Encourage participants to ask questions
and actively participate
9) Think of “out of the box” ideas -
go for Quantity
Walk the process to gain a high level understanding of the flow, inputs, outputs and current opportunities
• Interview SMEs
• Ask open ended questions
• Build SIPOC and Process Map based
on real-time observations
• Document issues and opportunities
Conduct data analysis to understand current trends and identify potential root causes
• Analyze the data
• Look for trends and
opportunities
• Define measurement
targets
• Use statistical tools to
validate current data
(Run charts, Pareto,
Hypothesis Testing,
Regression)Source: HR DirectInitials: LKL8-19-2016
» Helpful in setting goals for the Kaizen
» Collected to document current state process performance
» Process & Output indicators measure performance
» Essential in identifying a process performance gap
Planning and Preparation Phase
» The business case can be defined as a discrepancy
between our customer's expectations and/or
requirements and actual process performance.
» Identify the performance gap?
» Examples of a business case for a Kaizen include:˃ Reduce lead times
˃ Increase delivery performance
˃ Eliminate scrap
˃ Reduce inventories
˃ Increase capacity
˃ Eliminate bottlenecks
˃ Reduce changeover time
˃ Reduce machine failures
˃ Quality improvements
Planning and Preparation Phase – Identify the Business Case
» Quantify the gap – is it measurable?
˃ Example: Time, Money, Defects
» Does the Business case align with the organization’s
strategic goals and objectives?
˃ Example: Safety, Quality, Delivery, Cost
» How much can the process be improved?
˃ Is the process capable of improving at a target of at least 50%?
» Define Scope - SIPOC
Planning and Preparation Phase – Set Goals
» Identify key process Stakeholders
» Set maintenance support to cover Kaizen needs
» Create a Communication Plan with Stakeholders
» Set labor to cover customer needs during the Kaizen or work ahead
» Adjust work scheduled of selected area during Kaizen
» Create a Response plan aka a “recovery” plan to be implemented if necessary after Kaizen improvements fail
Planning and Preparation Phase
Kaizen preparation is critical for the success of the event
Conduct pre-planning meetings with all Stakeholders
to develop the Charter with your team - include the
following:
• SIPOC
• Problem Statement
• Project Goals
• Attendees
• Scope
• Timeline
• Project Sponsor(s)
• Data Sources
» Planning and Preparation phase+ Identify the business case
+ Set goals & define scope
+ Select the team
+ Collect baseline data
+ Plan activities for the Kaizen Event
» Holding the Kaizen Event
» Implementing improvement during Event
» Report out (or call it Out brief?)
» Follow-up on remaining open Action Items
EXECUTE
Kaizen preparation is important for the success of the event
8 6 4 1
o Define problem
o Identify scope
o Select participants
o Create charter
o Identify metrics
o Select event dates
& location
o Forward “Save the
Date” meeting
invite to attendees
o Collect data to
understand current
performance
o Interview SMEs
o “Walk the
process”/ GEMBA
o Determine
objectives (SMART
goals)
o Confirm Event date
and time with
attendees
o Meet with core team
to review data
o Finalize data
analysis
o Present initial
findings to sponsor
o Establish meeting
agenda for Kaizen
event
o Inventory required
event materials
(sharpies; post-its;
flip charts, etc.)
o Forward an Event
calendar reminder
o Arrive early to
setup room &
test presentation
equipment
o Establish flip
charts for
“Parking Lot”,
“Action Items”
o Help team create
a Code of
Conduct
o Designate roles
for individuals
Event Day Post KAIZEN
o 30/60/90 day
check-in
o Lesson learned
o CELEBRATE!!!
o Measure the
effectiveness of
improvements –
did the team
accomplish
what they set
out to do?
Weeks Prior to Event
6 to 8 weeks 4 to 6 weeks 1 to 4 weeks
4+1+
27
Kaizen Pre-work Prep Phase
• Draft a Problem / Goal statement
• Select Key Attendees (process owner, stakeholders,
subject matter experts)
• GEMBA – go see, observe, and ask process users /
customers questions
• Research, verify, and validate information
• Determine data collection plan
• Collect baseline data (current state performance)
Review the agenda with the team to illustrate the day’s activities
• Introductions
• Designate Roles (Parking
Lot, Timekeeper)
• Develop Code of Conduct
• Review VOC
• Validate Customer
Requirements/Expectations
• Create and review Current
State vs. Future State
process maps
• Brainstorm solutions /
identify opportunities for
improvement
• Review Data Analysis
• Create Action Plan
The team leader should choose the appropriate tools that best suit the problem being addressed
Do we use ALL the Lean tools?
No - we pick and choose the most appropriate ones!
Lean Tools:
• Value Stream Mapping
• Value Added vs. Non-Value added vs. Business Value Added
• 8 Wastes (TIMTWOOD)
• 5s (aka 6s&7s)
• Process Mapping
• Fishbone / Root cause Analysis
• Brainstorming / Affinity Diagrams
• Poka Yoke (aka Mistake Proofing)
• Visual Management
• Standard Work
• Provides a visual sequence to the process activity
steps
• Identifies who is responsible for each activity step
• Uncovers costly errors resulting in rework
• Allows the team to designate activity steps as:
• value add (VA),
• business value add (BVA) and
• non-value add (NVA)
“We don’t know what we don’t know, and we won’t know until we map the out the process…” – Dr. Mikel Harry
Identifying NVA & VA (Waste)
Customer Need Business Need Waste
Value Added Value Enabling Non-Value Added
Current Process
Lean Process
Customer Need Business Need
Value Added Value EnablingWASTE
To lean out a process – identify waste and remove it!
32
All activities in any process fall into one of the following categories:
Value-Add (VA) – No waste
Value-add activities must meet allthree criteria. They must:
1. Add form, features or function to a product or service –physically change it
2. Be done right the first time AND
3. Be something the customer is willing to pay for
Business Value Add (BVA) –Waste we are willing or required to live with
Activities that are required for financial, legal, or other business reasons. Often called value enabling activities
Non-Value Add (NVA) – Pure waste
Everything else!
Value-Added Activities
At least 75%-90% of activity in most processes is waste
What distinguishes Value-Add from Non-Value Add?
Value Stream mapping is a tool used to show how activities, materials, information, and “value” flow to the customer
• Once all potential root causes are identified on the fishbone, circle or highlight the most likely root causes for further analysis
• To determine most likely root causes, look for causes that:‒ Are repeated throughout the diagram
‒ Make sense to the individuals who have the most experience with the process
‒ Appear to have a substantial impact on the problem
‒ Were found as causes to problems in other areas
‒ Were identified through other data or process analysis
Process Improvement – Determine Root Cause
Trust your team’s instincts ~ then validate!
» Use data analysis, process analysis and fishbone
analysis combined to find and verify the root cause of a
problem
» Summarize your results using a simple Root Cause
Verification Matrix
Process Improvement – Determine Root Cause
Which Potential Roost Cause to Choose?
• There are a variety of Countermeasure Matrix templates
• A countermeasures matrix can also be used to help select the
appropriate improvements to implement
• It is used to organize potential countermeasures and evaluate them
based on predetermined criteria that are important to the decision
making process
• Also see Solution Selection Matrix
» When it’s time to implement the solutions generated in the
Kaizen Event
» Start with an Ideal State process map
˃ Simply take the "Current State" functional map or VSM and
eliminate non-value adding events
˃ Provides a benchmark of what could be possible and
encourages out-of-box thinking
» Then create the proposed Future State process map
˃ Bridges the gulf between the current and ideal states
˃ Incorporates the realities of technical
limits, budgets and time
˃ Documents how the solutions will be
implemented in the new process
» If possible, take the initiative to close out any Action Items as
soon as they are identified
We found the root cause to our problem, now let’s create a Future State Map
MUDA – Japanese word for waste [see APPENDIX “A” for TIMTWOOD examples of waste]
The 8 Deadly Wastes
T Transportation
I Inventory
M Motion
T Talent (Intellect)
W Waiting
O Overproduction
O Over-Processing
D Defects
Process Improvement – Identify and Eliminate the Waste
5s is a Lean tool used for workplace organization
5
Sustain
1
Sort
2
Set in
Order
3
Shine
4
Standardize
A place for everything ~ AND everything in its place
5s also has a 6th & 7th S – Safety & Security
SET IN ORDER
SHINE
STANDARDIZE
SECURITY
SUSTAIN
STORAGE / PLACEMENTCOLOR CODING SYSTEM ISLE MARKERS
It’s all about Visual Management
Carbon Monoxide
MonitorGarage door
sensors
Gas Pump (Regular
vs. Diesel)
Poka Yoke is an error proofing method to improve processes
We See Examples of Poka Yoke Everday
Tool shadow board Equipment box
casingTool box casing
Shadow Boarding our work tools makes us and our processes better, faster, more efficient!
Inventory Control at a glance
Why would we apply 5s to our electronic folder structure?
“BEFORE” electronic document folder structure
So we can increase accuracy and efficiency
2nd Drill Down
By Month
1st Level Drill Down By Year
FINALLY 3rd Drill Down
By Sub-Report Data
Now let’s look at “why our process is having problems”? Let’s use the KJ Analysis…
Kawakita Jiro (inventor):
1. Identify what you are trying to
achieve
2. Team members write all ideas
on 3" x 5" cards or Post-its
3. Key principle - everyone
works together in silence
4. After all ideas are exhausted
individuals then group similar
ideas together
• Members are allowed to
move post-its – even if it
is someone’s idea else
5. Once team members stop
adding or moving ideas into
similar groups stop to
discuss how to group them
under header/categories
EXAMPLE:
Completed Affinity
Diagram of a
company’s exit
interview process
• Uncovers potential root causes of a specific issue or
failure within a process
• Identifies potential factors causing an overall effect
Root Cause Analysis – It’s all about the 5 “Whys”….
Leading Kaizen Teams
Have you ever worked on a project team?
What are the characteristics of an effective
project team leader?
» __________________________
» __________________________
» __________________________
» __________________________
» __________________________
TEAM – Together Everyone Achieves More!
Leading Kaizen Teams
“Informal Authority” is the ability, without formal position of power, to
inspire people to willingly follow your direction
In the Define phase of your project, initiating and planning are
used to develop the project charter
Leading Kaizen Teams
Initiate
• Identify stakeholders
• Interview stakeholders
• Document project scope
Plan
• Plan a risk-management strategy
• Create a project schedule
• Develop a communication plan
Focusing on these process group activities will guide you through
Measure, Analyze, Improve, and Control phases to project completion
Leading Kaizen Teams
Execute
• Create a cadence of accountability
• Hold performance conversations
Monitor & Control
• Report project status
• Manage scope change
Close
• Document lessons learned
• Close the project
» Strong facilitation skills are critical to engaging all the participants and getting the most out of a team event
˃ Prepare for the event: Place, time, materials
˃ Get the right people involved
˃ Set expectations: Goals, objectives, scope
˃ Establish and enforce ground rules
» A facilitator’s role is to facilitate the outputs from the team – not to have all the answers themselves
» Facilitation takes practice – build opportunity for feedback into your events
Leading Kaizen Teams
How is facilitation different from managing or leading a team?
Leading Kaizen Teams
ANYONE who touches the process!!!
Who should attend the Kaizen event?
• Subject matter experts
• Process owner(s)
• Additional process Stakeholders
• One or two front-line workers (individuals that
perform the process on a regular basis)
• An outside novice (a “None” - someone unfamiliar
with the process) if applicable
• A facilitator from outside the functional area with
Kaizen experience to prevent that individual from
unconsciously steering the event in a particular
direction
» Effective Meetings require good facilitation and planning
» Be sure to answer these questions:˃ Do you really need a meeting? Is there a clear purpose/goal?
˃ Do you have the right size and group of people?
˃ What is the right meeting duration? Shorter is better
˃ Who will facilitate? It is not always the project leader
˃ What are the ground rules? (Follow them)
˃ Is there an agenda? (Follow it)
+ Send it out ahead of time, if possible
+ Follow up with meeting minutes that include clearly stated
action items with names and due dates for completion
+ Delegate this task if needed
Leading Kaizen Teams
Publish agenda and minutes for all to see
• Team Meetings
• 1st Meeting (Share the Vision): Sponsor Kick Off
Review Project Charter
Set Expectations
• Subsequent Meetings: Follow the PowerPoint template - continually update it
Work on team activities
Make sure to schedule time appropriately
Updates – 30 min to 1hr
Team activities – approximately 3-4hrs (see next page)
Leading Kaizen Teams
Team Activities
SIPOC
Customer requirements
Data collection (Clean & Audit)
Process mapping
Fishbone
C&E
FMEA (before and after)
Countermeasure brainstorming
Individual Activities
Updating the project template
Scheduling meetings
Meeting agenda & minutes
Stakeholder Analysis
Minitab charts and tests Graphical Summary
Control Charts
Capability Analysis
Hypothesis Testing
Control Plan
NPV – Net Present Value
Leading Kaizen Teams
Delegate – you don’t have to
do all the work!!!
» Effective leaders value the styles of all the team
members
» Understand and leverage the various styles on your
team
Leading Kaizen Teams
Contributor Collaborator Communicator Challenger
• Task-oriented,
sets high
standards
• Goal-directed,
wants clear
vision / mission
• Process-focus,
good listener and
facilitator
• Question-
focused, speaks
up, honest
• Values data, likes
to provide
expertise
• Team player,
open to new
options / ideas
• Likes casual
comfortable
environment
• Risk taker, not
afraid to disagree
• Dependable,
organized,
efficient
• Cooperative,
flexible, giving
• Considerate,
encouraging,
helpful
• Candid,
outspoken,
truthful
» Weekly meeting with your QDL – to stay on track
» Weekly / bi-weekly meetings with your team – to get the work done
˃ Delegate to team members
˃ Hold others accountable
» Follow the Project Template – it’s your roadmap
» Have your Sponsor/Champion kick-off your first team meeting and conduct regular tollgate reviews with them to keep them engaged and abreast of the team’s progress
» Update Journal entries in on a regular basis showing your progress
˃ Tip: Set a weekly Outlook reminder to update Journal
Leading Kaizen Teams
• Commitment to team goals
• Roles and relationships are clear
• Task-Oriented behavior –Teamwork
• Committed to performance
• Strategic focus
• Self-Oriented Behaviors
• Purpose is clear, relationships blurry
• Getting to know the team
• Roles & purpose may be unclear
• Set ground rules
1. Forming
2. Storming
3. Norming
4. Performing
Leading Kaizen Teams
Effective teams don’t just happen, they take planning, developing,
and managing
5. Adjourning
Assign one stage per team
Using the slides on the next 5
pages as reference:1. What team behaviors are
present at that stage (draw
from your experience as team
members)?
2. What challenges were
present?
3. How did the team manage
through the stage?
Discuss for 10 minutes and
prepare to report your
findings to others
Leading Kaizen Teams
Team Exercise
Have you seen these stages
in team activities?
• ‘Uncertainty’ & ‘Politeness’
• Provide a framework for the
team meetings:• Assist in task and role
clarification
• Use team members
strengths and learn about
their working styles
• Share information and
encourage members to ask
questions of one another
• Agree on ground rules
Leading Kaizen Teams
1. Forming
1. Forming
2. Storming
3. Norming4,
Performing
Transition stage - from individual to team member focus
Leading Kaizen Teams
2. Storming
• ‘Conflict’, ‘Alliances’ &
‘Positioning’
• Focus on common goals
and objectives• Approved project charter:
project description,
objectives, scope, key
performance indicators
and milestones
• Drive decision making
process
• Encourage joint problem
solving
1. Forming 2. Storming
3. Norming4.
Performing
Self-directed behaviors take away from focus on shared project goals
• ‘Stable’, ‘Organized’ &
‘Team responsibility’
• Teach and show process
leadership
• Keep team moving
forward towards project
completion
• Celebrate actual progress
and achievements
• Talk openly about issues
and concerns
Leading Kaizen Teams
3. Norming
1. Forming2.
Storming
3. Norming
4. Performing
Team is now able to make real progress toward the project goals
• Team members are in sync
• Continue to challenge the
team and have the team set
aggressive goals
• Focus on completing the
project and delivering
expected results
Leading Kaizen Teams
4. Performing
1. Forming 2. Storming
3. Norming4.
Performing
Team displays task-oriented behaviors and gets high quality work done
• Team shares and briefs
improved process
• Bittersweet sense of
accomplishment mixed with
some reluctance to end
• End of positive note• Recognize accomplishment
• Celebrate group success
• Maintain relationships with
project team members
Leading Kaizen Teams
5. Adjourning
1. Forming2.
Storming
3. Norming4.
Performing
Team completes all project work and celebrates success!
5. Adjourning
Leading Kaizen Teams
Follow the GRPI model
to promote team
success
What activities take place after the Kaizen event?
The Action Plan created should include:
• Specific Action items with detailed milestones
• Identifies POC (point of contact)
• Un-resolved action items
• Target Due Dates
• Final results
• Actual Completion Dates
• A structured communication plan:
• Schedule re-occurring meetings to track action items
• Conduct 30/60/90 check–in with Project sponsor
Be sure to track the primary metric!
» Hold Daily and Final Report Outs - Report Outs tell the story about how the team progressed from the Define phase through to Improve
˃ Usually delivered by the Kaizen team to leadership on the last day of the event
» Informs local management and Project Sponsors of workshop findings and solicits approval to proceed with implementation plans
» Formalizes expected results and clearly communicates ownership of open action items and ensures sustainment of improvements
» Provides the opportunity for management to publicly congratulate team members and express appreciation for their dedicated teamwork
Report Out to Team Participants and Sr. Management
This is a good time to obtain management approval to
implement improvements
» Create a detailed Action Plan listing the following:
˃ Issue to resolve
˃ Improvements / Control measures to implement
˃ Responsible persons name and job title
˃ Target due date for milestone
˃ Current status with details (i.e., In progress or Completed)
˃ Actual completion date
˃ Verification of completion (by who and when)
» Ensure each team member and Sponsor receive a copy of the Action Plan based on pre-determined schedule for status reporting
» Follow-up on past due Action items
» When needed get Sponsor involved to remove any obstacles or barriers
» When completed celebrate with the entire Team!
Follow-up and Follow Through
The Kaizen is not over until all Action Items are completed
Remember these two important points….
Improvements made today can always be improved upon
tomorrow and failures are lessons learned
May the FORCE be with you and remember to…
OPEN FORUM Q & A
»TIMTWOOD – helps identify process activities that do not increase the value of the product or service but only increase cost
˃ Examine items that impact:
+ Process Flow
+ Material Flow
+ Information Flow
APPENDIX “A”
APPENDIX “A”
8 Types of Waste
T Transportation
I Inventory
M Motion
T Talent
W Waiting
O Overproduction
O Over-Processing
D Defects
» Unnecessary movement of things in the process
increases risk of damage or loss
» Examples:
˃ Unnecessary movement of paperwork and equipment
˃ Often linked to poor office/work-site layout
˃ Using Internal Mail / Fax to hand over work to
colleagues
˃ Moving supplies to warehouse that will later be sent to
customer
˃ Copying data from one system to another
APPENDIX “A”Process Improvement – Identify the Waste
» Storing unneeded items for later use.
» Inventory ties up money, uses valuable working space, and increases the risk of obsolescence and/or damage
» Examples:˃ Extra brochures are printed ‘just in case’ we need
them
˃ Stationary is ordered annually and stored
˃ Piles of ‘Work In Progress’ exist between process steps
˃ Physical storage of completed documents
˃ Multiple instances of data exist. If it needs to be updated, then needs to be done in multiple locations
APPENDIX “A”Process Improvement – Identify the Waste
» Unnecessary movement of people increasing time,
frustration, and risk of injury
» Examples:
˃ Inefficient office layout, work teams not co-located
˃ Client files moved to storage while still being used
˃ Only one copier on each floor
˃ Searching for wrench in a work cell
˃ Shuffling papers around the desk to find a form
˃ Information that is keyed or captured is not used
˃ Meetings, phone calls, emails, etc. are a result of
miscommunication
APPENDIX “A”Process Improvement – Identify the Waste
» A visual drawing of the actual
Product, Paper , People, and / or
Equipment work flow
» Use a spaghetti diagram to record
transportation of goods and/or
motion of people to find
opportunities to eliminate waste
» For clarity, use a different line type,
line color, or separate map for
each object tracked
APPENDIX “A”Process Improvement – Identify the Waste
Source: GRS Crane field set up process
• Underutilization of a worker's knowledge and
talent
• Being employed in the wrong position
• Employee does not receive necessary training
• Employee does not receive necessary equipment or tools
• Underutilization of people’s skills and abilities
» Examples:˃ Overlooking or not knowing about expertise within the
organization
˃ Ignoring suggestions of co-workers in the process
˃ Micromanaging people’s work
APPENDIX “A”Process Improvement – Identify the Waste
» Inability to perform work due to
unavailable inputs from suppliers
» Examples:˃ Colleagues not able to perform work as system is
down
˃ Only one piece of equipment (fax) available for
department – often in use
˃ Waiting (delays) for decisions before being able to
continue work
˃ Waiting on batch report to process payroll
APPENDIX “A”Process Improvement – Identify the Waste
• Producing more than is needed or required and
producing earlier than required
• Overproduction ties up working capital and
hides process and quality problems
» Examples:
˃ Process produces defects, so output is
increased to ensure we produce enough
quality items
˃ Running or creating reports that are never
used
APPENDIX “A”Process Improvement – Identify the Waste
» Too many steps in a process
» Process steps that add no value to the process or make the process harder than it needs to be
» Examples:˃ Repeat entries of the same information by different people
˃ Information is requested/sent (email everyone when not required)
˃ Performing work that goes beyond expressed specifications
˃ Requiring multiple unnecessary reviews or approvals
APPENDIX “A”Process Improvement – Identify the Waste
» Errors that result in a product or service
that does not meet customer
expectations. Defects include the waste
of rework and correction.
» Examples:˃ Errors in process are allowed to move to the next process
step without finding preventive solution
˃ Orders are checked 5 times before sent to the customer
˃ All orders are 100% checked vs. sampled
˃ Wrong forms used
˃ Repair parts not to specification
APPENDIX “A”Process Improvement – Identify the Waste
» Remember TIMTWOOD
» Provide an example of each type of waste in your business:
T _____________________
I _____________________
M _____________________
T _____________________
W _____________________
O _____________________
O _____________________
D _____________________