Guide for Planning & Conducting a Kaizen Event

© Operational Excellence Consulting. All rights reserved.

Guide for

Planning &

Conducting

a Kaizen Event

© Operational Excellence Consulting. All rights reserved. 5

What is Kaizen?

• The Japanese word “Kaizen” (改善) means

change (KAI) to become good (ZEN).

改善Change Good

Kai Zen

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Value

• Value Added

Any activity that increases the form or function of the

product or service

Something the client or customer is willing to pay for

• Non-Value Added (Waste or Muda)

Any activity that does not add form or function or is not

necessary

No benefit to the client or customer

Things not necessary to run the department




PRE-EVENT

PREPARATION

2




Setting Goals

• Set a limited number of improvement goals to be

achieved during the event

• Prioritize multiple objectives

• Use S.M.A.R.T. criteria for goal setting:

S=Specific; M=Measurable; A=Achievable; R=Realistic; T=Timely

• Goals should be challenging – requiring real creativity

• Team should be involved in setting improvement targets

• Objectives may not be completely met




Select the Team Members

• 4 to 10 people

• From across all levels and functions impacted

by the project

• Include experts – if they have open minds

• Include people with prior Kaizen experience

• Include outsiders from unrelated functions to

obtain different points of view

• Provide focused training to the team before the

event




Preparing the Area, Materials and

Resources

• Obtain Materials, Equipment and Supplies

• Prepare the Area (arrange tables; U-shape is

best)

• Notify Support Personnel




Tips for Success

• Ensure the team is between 4 to 10 members

• If the team will be bigger than this, and you are

a new team leader, find a co-team leader

• Ensure the team has a good cross-section of

experience, points of view, and includes the

customer (internal or external)

• Speak with the Team Leader before the event –

clarify roles

• Prepare but do not over plan




Two Weeks Before Event…

Finalize Team Membership

Should be personally invited by the Executive Sponsor/Team Leader

Define Event Schedule

What training modules should be used?

Develop Event agenda

Determine time and place for mid-week reports and final Report Out

Develop Team Charter

Get buy-in from Executive Sponsor

Approval from PMO (to prevent duplication/coordinate lessons learned)

Publish Charter & Agenda to all Event Team Members and PMO

Send out „Invitation to Event‟ email to each member and Sponsor

Reserve a room for the week and Final Report Out

Reserve overhead projector

Make food arrangements – Lunch and coffee breaks




THE

KAIZEN EVENT

3




How to conduct a 5S Kaizen event

1. Set up a team

2. Define 5S Kaizen

charter

3. Decide on event

duration

4. Provide training

5. Conduct pre-event

assessment

6. Take pictures

7. Start physical work for

5S

8. Perform post-event

assessment

9. Document and close

10.Present to management

11.Recognize the teamThis document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/kaizen-event-guide-311



Identify the Customer

• Value added is always determined from the customer‟s

perspective

• Who is the customer?

• Every process should be focused on adding value to the

customer

• Anything that does not add value is waste

• Some non-valued added activity is necessary waste

(“NVA-R”)

Regulatory

Legal




Day 2 –

Understand

current situation




Flowchart

• A flow chart is a graphical

or symbolic representation

of a process.

• Each step in the process is

represented by a different

symbol and contains a

short description of the

process step.

• The flow chart symbols are

linked together with arrows

showing the process flow

direction.




Day 3 –

Develop future

state design




Future State Layout

Current Future




Develop Implementation Plan

• Will new skill sets be

required, and how to

achieve them?

• Is the current organization

structure sufficient?

• Are there cultural issues?

• Is there potential for “push

back”?

• Any implications for

suppliers?

• Implications for customers?

• Implications for team

members?

• Do current technologies

support the new process?

Are they available and cost

justifiable?

• Technology is an enabler,

not a solution.

• Does the reward system

support the new process?




Mistake-proof the Process

• Mistake proof the

process.

• Take the magic out

and make it into a

repeatable science by

eliminating the ability

to make errors.

Figure out which method applies,

starting at the top.

Elimination

Replacement

Prevention

Facilitation

Detection

Mitigation

Best




Kaizen Event Process

1. Orientation

2. Understand

Current Situation

3. Develop

Future State

Design

4. Make the

Improvements

5. Report &

Celebrate




POST-EVENT

FOLLOW-UP

4




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END OF GUIDEBOOK

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Kaizen Summary Project type: ________________ Area: _________________Team Leader: ______________

Before/current state After/future state

Reasons project chosen:

Tools used on project:

Results:

Next steps:




Kaizen Event Charter

Event Name:

Process name and location:

Problem statement:

Event Objectives:

Event Metrics:

Team members:

Process owner:

Champion:

Potential Roadblocks:




Enter Kaizen title:

Changeover and set-up improvements

• Problem • Solution



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