© University of Wisconsin-Madison 1

Kaizen Project Selection &Team Basics

Quality Engineering and Quality Management

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Lesson Objectives

Upon completing this lesson, you will be able to:• Initiate the process of setting up a Kaizen

project for this course

• Understand the important factors to consider in selecting a Kaizen type process change project.

• Understand the nature and purpose of teams

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Project Assignment

• Use a “team approach” to implement a Kaizen type process change in an organization using the appropriate methods/tools addressed in this course.

• Prepare reports that document the stages of the project and the results obtained.– Project proposals are due in 2-3 weeks after the start of

the course– Project presentations are given in class the last two

weeks of the course– Project Report is due the last day of classes.

• Details and examples to be discussed “in class”.

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KAIZEN Project Selection

Rate the following factors in terms of their importance in selecting a good Kaizen project for this class. Use the scale:

A - Absolutely Critical E - Especially ImportantI - ImportantO - OrdinaryU – Unimportant

We will discuss the results when we meet “in class”

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Project Selection Factors

__ Process problem can be well defined and is solvable

__ Project can be completed on time__ Process owners welcome change and

want to be actively involved__ You and your team are empowered to

make changes__ Data/information needed can be

readily obtained

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Project Selection Factors

__ Process work standards currently exist__ Process improvements are

measurable (now vs. after)__ Management sees need to change as

important to warrant support/resources

__ Problem requires a solution that effects many people (not a single person)

__ Innovation is not required (Kaizen only)

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Project Selection Factors

__ Process problem is non-trivial, but solvable using the course tools

__ Potential solution adds significant value

__ “Team members” can work well together (scheduling, “chemistry”, expertise, etc.)

__ Organization’s culture accepts change__ Access to organization is easy/flexible

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• Improve an existing procedure, process, or system.– Waste and inefficiencies are common.– Needs and opportunities offer value.

• Develop a new procedure, process, or system.– No standardized methods are followed.– Inconsistencies and variation in results are

often occurring.

Types of Past Projects

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• Documentation and Communication Improvement

• Production Improvement• Customer Services Improvement• Government/Organizational Improvement• Quality Systems Improvement• Service Systems Improvement• Others (non-work related)

Topics of Past Projects

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We will discuss your concerns, comments, and any questions you might have when we meet together “in class”.

Concerns or Comments?

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What is a Team?

*DEFINITION:Two or more individuals in face-to-face interaction, each aware of his or her membership in the team/group, each aware of the others who belong to the team/group, and each aware of their positive interdependence as they strive to achieve mutual goals.*Johnson, D.W. & Johnson, F.P. (1982). Joining Together: Group Theory and Group Skills. Englewood Cliffs, NJ: Prentice-Hall (2nd edition, pp. 2-9, 11).

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Are the Following a Team?

• An audience at a concert• People traveling in the same airplane• Green Bay Packers

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Why Work in Teams?

• “2 heads are better than 1:” Problems can be very complex requiring the combined knowledge of several people to solve them (synergism)

• Workload can be shared among team members• Many more good ideas can be generated

• Team members can support each other through difficult times• More people will be committed to the solution, therefore

chances for success are greater

• Get better solutions

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Common Reasons for Team Failure

• LACK OF FOCUS– Project goal is much too broad, beyond control of the team, or beyond

limits of time, expertise, costs and so forth

• INADEQUATE TEAM LEADERSHP or SUPPORT

• INADEQUATE EXPERIENCE/TRAINING FOR WORKING IN TEAMS

• OTHERS

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Many times during team meetings, decisions have to be made. It may be impossible to get everyone to agree 100% on an issue. But it is important for all team members to agree to support a particular decision/direction.

“I don’t necessarily agree with that, but I will support it.”

CONSENSUS

• RESPONSIBILITY OF ALL TEAM PARTICIPANTS

Consensus

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How to Work in Teams

• TECHNIQUES FOR INVOLVING TEAM MEMBERS– Limit team size to 5-7 full time members– Use brainstorming techniques– Have a Team Leader with good “active listening skills” and

the ability to ask “strategic” questions– Select appropriate team members (chemistry, skills,

interests,..)– Assign small tasks to each team member (ex. Collect data)

Meeting Agenda is Important

TEAM DIRECTIONTEAM FOCUS

AGENDAFAB DEPT. - QUALITY TEAM - 10/05/12

WHEN

11:00-11:15

11:15-11:30

11:30-11:50

11:50-12:00

WHAT

Review minutes from 9/25/12Review quality progress

Results of Press #10 Study

Develop plan of action

“To Do” assignments reviewSchedule time & place fornext meeting

WHO

S. Smith

D. Jones

TEAM

S. Smith

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Listening Skills

1. Withhold your opinions initially: Focus on drawing out, understanding, and guiding team members.

Don’t just listen,ACTIVELY LISTEN!

2. Listen and respond with empathy. Use open-ended, directive questions or statements to achieve your listening goals.

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Listening Skills

3. Listen to coordinate the problem solving process, using the 5 active listening skills of a good team leader.

Don’t just listen,ACTIVELY LISTEN!

• Encouraging participation.

• Clarifying problems, facts, feelings and solutions by asking the right questions.

• Summarizing what’s been covered.

• Steering the group to the next topic.

• Controlling disruptions.

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Minutes of Meetings

Typically should include:• Attendees• Absentees• Clear and concise notes relating to meeting topics in order

discussed and the conclusions reached• Action items and responsibility for assignments• Date, time, and place of next meeting (if applicable)• Agenda for next meeting (if applicable) should include:

Items, Responsibility, Amount of time allocated, etc.