KaizenWorkshopEbook AcuityInstitute SAMPLE

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Kaizen Workshop 3.1

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2008 Acuity Institute. All Rights Reserved.

Kai = to take apart and make new

+Zen = to think about so as to help others

Kai = to take apart and make new

+Zen = to think about so as to help others

Kaizen, or Continuous Improvement, was developed after World War II by the infusion of US

quality principles and Japanese philosophies and concepts. Since then, it has been expanded

by many industries in the US and abroad seeking a simple low-cost strategy for improving

quality and productivity. In essence

Kaizen is a philosophy and approach for the continuous

incremental improvement of performance

History of Kaizen


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Kaizen Workshop 3.1

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Kaizen DMAIC

Focused on quality orefficiency problem

No more than 2 processoutputs

No more than 2 customers

Requires no externalresources (example:

customers)

Within immediate span ofcontrol of the Kaizen Team

Narrowly scoped to include nomore than 3 stakeholders

Focused on quality and/orefficiency problem

No limit on process outputs

No limit on customers

External resources can beutilized

Within immediate span ofcontrol of Six Sigma Team

Broader scoped to includemultiple stakeholders

Guidelines for Kaizen vs. DMAIC


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Projects should be selected that areimportant and have the right scopeto ensure success

Project Selection

Owner Involvement

Data Driven

Owners are involved in thedecision making andimplementation

Outcomes are driven by factsand data, not opinions andassumptions

Quick Wins

Simple Solutions

Celebrate Success

Implement quick winsimmediately to show success and

generate momentum

Solutions should be simple toimplement and not causemajor disruption

Always provide feedback andpraise to team members

Kaizen Approach


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Customer complaints about the process

End to end process not defined nor understood

There is a considerable amount of rework or defects in the

process

Process is not standardized

Process inputs/outputs are not error proofed or are of poorquality

Process cycle time is lengthy

Low productivity orinadequate throughput

Kaizen Application Examples


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Management

Kaizen LeadEvent Team

Members

Kaizen

Event

Collaborative Effort

is the Key

Collaborative Effort

is the Key

Subject Matter

Experts

Kaizen Roles and Responsibilities


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Is comprised of executives, process owners, and managers of the

process being improved

Drive Kaizen or continuous improvement culture

Work with Kaizen lead to identify the process area to be improved and

the objectives of Kaizen activities

Attend all kick-off Kaizen Events and participate in Kaizen Events as

needed for approval/feedback by the team

Identify resources and provide time and materials to execute activities

Publicly endorse Kaizen improvement activities

Remove barriers to Kaizen team success and empower the Kaizen

team

Recognize the team for their efforts

Roles and Responsibilities Management


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Lead all Kaizen activities and facilitates the Kaizen Event

Train team members in Kaizen principles and techniques

Work with management to define process area, resources, and

problem and goal statements for Kaizen improvement efforts

Schedule all meetings for completing Kaizen deliverables

Clearly define desired outcomes of Kaizen activities with management

and team members

Accountable for reporting event progress and coordinating

communication to management and stakeholders

Manage implementation of solutions and ensure transition of improved

process to the business

Maintain all documentation from the event, prepare and submit all

deliverables

Roles and Responsibilities Kaizen Lead


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Participate in all Kaizen activities (recommended number of team

members does not exceed 6)

Team player in application of the Kaizen methodology

Provide process expertise and feedback during all Kaizen activities

Are responsible for tasks within the team action plan

Deliver regular updates to team and management on status of action

steps

Help manage implementation of solutions and ensure transition of

improved process to the business

Act as a change catalyst

Roles and Responsibilities Team Members


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Participate in Kaizen Events as needed

Team player in application of Kaizen methodology

Provide process expertise and feedback during all Kaizen activities

Help manage implementation of solutions and ensure transition of

improved process to the business

Act as a change catalyst

Roles and Responsibilities Subject Matter Experts


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Kaizen Workshop

Course Overview

Kaizen Basics

Kaizen Improvement Methodology - Plan

Kaizen Improvement Methodology - Do

Kaizen Improvement Methodology - Check

Kaizen Improvement Methodology - Act

Kaizen Improvement Methodology Overview


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A Kaizen Event is a very concentrated team-

oriented effort to rapidly improve the

performance of a process.

KaizenEvent

Team effort is coordinated over a brief period of time typicallyno more than 5 days.

A Kaizen Event can be very chaotic for a short period untilsolutions can be implemented as numerous and majorimprovements will be implemented at the same time.

Kaizen involves deliverables and activities prior to and rightafter the Kaizen Event that must be completed to ensuresuccessful execution.

Kaizen Events


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Kaizen Events

1. Gathers operators, managers, and owners of a process in one place

2. Maps the existing process

3. Uses qualitative analysis techniques to determine problems (ex. Lean)

4. Rapidly improves on the existing process

5. Solicits buy-in from all parties related to the process

6. Implements solutions and holds further events for continuous improvement

The true intent of a Kaizen Event is to hold small events attended by the owners andoperators of a process to make improvements to the process which are within the

scope of the process participants

The true intent of a Kaizen Event is to hold small events attended by the owners andoperators of a process to make improvements to the process which are within the

scope of the process participants

Kaizen Events

Kaizen

Event


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DOACT

CHECK

PLAN

The Deming Improvement Cycle is used for Kaizen

The Deming Improvement Cycle


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Plan Kaizen Lead works with management to gather information and objectives forimprovement. This includes process area of focus, resources, management andcustomer complaints about the process, and any current process performance datathat is available. This phase is prep for the 2-5 day Kaizen Event in the Do Phase ofthe Deming Improvement Cycle.

Estimated Timeframe to Complete: 1-3 Weeks

Do Kaizen Lead facilitates Kaizen Event with assigned resources to analyzecurrent process and implement improvements to meet management objectives.

Estimated Timeframe to Complete: 2-5 Days

CheckKaizen Lead and team members gather data on the effects of the changes

and present results to management and organization.


ActKaizen Lead and team members document and standardize new process anddevelop a monitoring plan to ensure improvement gains are sustained.


The Deming Improvement Cycle Overview


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PLAN DO CHECK ACT

Key Kaizen Deliverables

Kaizen Charter

Management

Commitment

Kaizen Team

Commitment

Pre-Kaizen Event Kickoff

Kaizen Event Scheduled

Data Collection

Data Display

Kaizen Event Agenda

SIPOC

As-Is Process

Lean Process Analysis

Root Cause Analysis

Generate Solutions

Quick Win Identification

Solution Selection

To-Be Process

Implementation Plan

Communication Plan

*Only use tools/techniques as needed based on type of problem.

Management Approval

Management Approval

Quality and Process

Indicators

Data Collection

Data Display

New Process

Performance

Dashboard

Management Approval

Process Procedures

Monitoring Plan

Response Plan

Replication Opportunities

Solution Transfer Plan

Management Approval

KaizenWorkshopEbook AcuityInstitute SAMPLE

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