ucsd class: kaizen events

Kaizen Events

Lean Enterprise Program

UCSD Extension

Instructor: Karen Martin

Learning Objectives

• You will learn:

– How Kaizen Events differ from kaizen.

– How to plan an event (including necessary

leadership engagement, scoping, team formation,

and logistics).

– How to execute/facilitate an event.

– How to sustain improvements.

– How Kaizen Events can help shift culture.

Agenda

• Overview

• Kaizen Event Planning

• Event Execution – Part I

• DVD - Breakthrough Kaizen Events (DVD)

• Event Execution – Part II

• Event Follow-up / Sustaining the Change

• Applying Kaizen Events in Your Organization

© 2011 Karen Martin & Associates 4

Kaizen Defined

KAIZEN

Kai Zen

Break apart

To change

Study

Make better

Continuous Improvement


Kaizen Event – Definition

A two- to five-day focused improvement

activity during which a sequestered, cross-

functional team designs and fully

implements improvements to a defined

process or work area, generating rapid

results and learned behavior.

Karen Martin & Mike Osterling

The Kaizen Event Planner, 2007


Improvement Roles

Who? Accountability Tool

Senior

Leadership

What has to

happen

Value Stream

Mapping

Frontline

Workers

How it will

happen Kaizen Events

Middle

Management

Str

ate

gic

Ta

cti

cal


“Never tell people how to do things.

Tell them what to do and they will

surprise you with their ingenuity.”

- General George S. Patton


Kaizen Event Characteristics

• Aggressive, measurable objectives

• Sequestered, cross-functional team

(100% focus)

• Short duration: 2-5 consecutive days

• Scope: Narrow and deep

• Emphasis on the elimination of

unnecessary non-value-adding

activities


Defining Value

• Value-Adding (VA) - any operation or activity your external customers value and are (or would be) willing to pay for.

• Non-Value-Adding (NVA) - any operation or activity that consumes time and/or resources but does not add value to the service provided or product sold to the customer.

– Necessary - regulatory requirements, support processes, etc.

– Unnecessary - everything else - WASTE

Work Effort Classification as

Defined by the Customer


Kaizen Events Characteristics (continued)

• Low cost

– Define and exploit the “technical

boundaries” of existing resources

– “Creativity before capital” thinking

• Rapid Implementation (during the

event)

Truck 5S Kaizen Event


To avoid sub-optimization, tie all

Kaizen Events to a Value Stream Map

or other strategic improvement plan.

Sub-optimized Value stream optimized

Current State Value Stream Map

Purchasing Segment

Non-repetitive purchases less than $5,000

Supplies Purchasing - Current State VSM

Finance

Review

Budget

PT = 5 mins.

C&A = 60%

6

Corp Purchasing

Manager

Approve in

ERP

PT = 5 mins.

C&A = 90%

1

0.25 days

5 mins.

0.5 days

5 mins.

5 days

5 mins.

1 days

5 mins.

1 days

10 mins.

0.5 days

15 mins.

3 days

5 mins.

7 days

15 mins.

10 days LT = 28.4 days

PT = 65 mins.

AR = 0.477%

Supervisor

Review Req.

PT = 5 mins.

C&A = 95%

2

Sys Engineer

Review

Requisition

PT = 5 mins.

C&A = 90%

1

IS Manager

Review

Requisition

PT = 5 mins.

C&A = 100%

1Financial Mgr

Review

Requisition

PT = 10 mins.

C&A = 95%

1

Admin Asst

Enter

Requisition

PT = 15 mins.

C&A = 98%

1

4 hrs. 40 hrs. 8 hrs. 8 hrs. 24 hrs. 56 hrs.

Originator

Inititate Req.

PT = 10 mins.

C&A = 10%

31

2 hrs.

Form File

File Maker

ERP

Quicken

Vendor

Website

Excel

4 hrs.

Customer Demand:

615 requisitions per y ear

20 ReqsExternal

Supplier

PT = 20 mins.

Hard CopySupplies

Data Entry

Corp Purchasing

Submit PO

to Supplier

PT = 15 mins.

C&A = 98%

6

10 Reqs 63 Reqs

1

2 3 4 5 6 7 8 9 10

RFPY = 4.2%

PT = Process Time

LT = Lead Time

C&A = % Complete & Accurate

AR = Activ ity Ratio (PT/LT x 100)

RFPY = Rolled First Pass Y ield

80 hrs.

Supplies Purchasing - Future State VSM

Customer Demand:

615 requistions per year

Dept.

Manager

Approve

in ERP

PT=5 mins.

C&A = 90%

1

0.5 days

5 mins.

0.75 days

5 mins.

1 days

20 mins.

10 days LT = 12.3 days

PT = 30 mins.

AR = 0.508%

Supervisor

Review

Req.

PT=5 mins.

C&A = 95%

28 hrs.

Originator

Enter Req.

in ERP

PT=30 mins.

C&A = 85%

31

File Maker

ERP

Vendor

Websites

6 hrs.

Standard

Work for

review

Additional

IT access

Requisition

Checklist

Cross

Training

Additional

IT access

External

Supplier

PT=20 mins.

Supplies

4 hrs.

Auto Notify

Integrate Form

File with File

Maker

Use budget in place

of Quicken

Dedicated

Buyers

Corp Purchasing

Place

Order

PT=20 mins.

C&A = 98%

6

Approval

1

2 3 4 5

PT = Process Time

LT = Lead Time

C&A = % Complete & Accurate

AR = Activity Ratio (PT/LT x 100)

RFPY = Rolled First Pass Yield

RFPY = 71%

80 hrs.

Future State Value Stream Map

Purchasing Segment

Non-repetitive purchases less than $5,000

1 2 3 4 5 6 7 8 9 10 11 12

1, 3, 6Reduce number of I.T. systems by 50%;

orig to corp PT to 40 minsPROJ Sam P.

2, 4-6Reduce number of review/approvals by

66%; orig to corp LT = 1.25 daysKE Bruce T.

7Eliminate handoff to admin asst; orig to

corp LT = 1.25 daysKE Dianne M.

1Improve %C&A from originator to 85%;

RFPY to 71%KE Ryan A.

3Reduce number of I.T. systems; reduce

PT orig to corp to 40 mins JDI Lori Y.

8,9Reduce LT through corp purchasing to 1

dayPROJ Jill W.

Future State Implementation PlanExecutive Sponsor

Value Stream Champion

Value Stream Mapping Facilitator

Date Created

Implementation Plan Review Dates

9/27/2007 11/1/2007

Allen Ward

Sally McKinsey

Karen Martin 10/4/2007 11/15/2007

9/13/2007 10/18/2007 11/29/2007

Type OwnerImplementation Schedule (weeks) Date

Complete

Block

#Goal / Objective Improvement Activity

Signature:

Date: Date: Date:

Signature: Signature:

Value Stream Mapping Facilitator

Create dedicated buyers

Approvals

Executive Sponsor Value Stream Champion

Integrate FormFile with MasterFile system

Eliminate Quicken use

Define standard work for requisition review;

cross-train reviewers as needed

Define standard work and cross-train

originators in ERP data entry

Create checklist for requisition initiation;

integrate into existing form

Type legend: JDI = Just do it; KE = Kaizen Event; PROJ = Project; RPE = Rapid Planning Event


Hold Kaizen Events when…

• Rapid change is desired.

• Cross-functional problem solving is necessary.

• You want to break old habits.

• You want to develop the workforce.

• You want to embed lean thinking into the

organizational DNA.

22

Kaizen Events - Macro PDCA Cycle

• Monitor process performance

• Complete 30-Day List

• Conduct 30-Day & 60-Day Audits

• Adjust process as needed

• Continuously improve

• Hold Event

• Create Sustainability Plan

• Communicate success

• Create Charter

• Scope & Schedule Event

• Form Team

• Gather Data

• Conduct Lean Overview

Plan Do

Check Act

23







• Hold Event



• Create Charter


• Form Team

• Gather Data


Plan

(4-6 weeks prior)

Do

Check Act


Kaizen Event Charter

• Serves as a planning/shaping tool

– What are our measurable objectives?

– Who needs to be involved?

• Defines the event scope and boundaries

• Assigns accountability

• Serves as a communication tool

Workforce

Training

1

2 1

3 2

4 3

5 4

5

1 6

2 7

3 8

4 9

5 10

1

2 1

3 2

4 3

5 4

1

2

3

4 Date:Date: Date:

Contact Information


Name

FacilitatorValue Stream Champion

Name

Dates

Start & End

TimesSpecific Conditions

Value Stream

Champion

FacilitatorProcess Trigger

Kaizen Event CharterEvent Scope Leadership Schedule

Last Step

First Step

Executive SponsorEvent Name

Team LeadInterim

Briefings

Location

Value Stream

Event Drivers / Current State Issues Team Members

Final

Presentation

Event Boundaries &

LimitationsEvent Coordinator

Function

Event Goals and Objectives

Potential Deliverables On-Call Support

Function Contact Information

Possible Obstacles Approvals

Signature:

Executive Sponsor


Charter Highlights

• Communicate why – drivers for improvement

– Create upfront alignment

• Scope effort

– Aim for narrow and deep

• Define objectives

– How will we measure our success?

• Select facilitator

– Objective and skilled

• Form team

– Cross-functional and inclusive

• Schedule interim briefings


Kaizen Event Facilitator Roles


Kaizen Event Facilitator

Necessary Traits • Skills / Knowledge

– Lean tools

– Root cause analysis

– Project & time management

– Team building / facilitation

– People effectiveness – from front line workers to execs

• Authority / Respect – Designated change agent / influence leader

– Trustworthy

– Comfortable removing obstacles & reaching out to senior leadership

• Personality / Energy – Challenging, yet supportive

– Positive, upbeat, energetic

– Pushy without irritating

• Objectivity / Fairness – No attachment to the work being improved


Scoping

• Define fenceposts, conditions, and limitations.

• Gives the team “freedom with boundaries.”

• Tells the team what they do NOT have permission to do.


Refining the Focus

• Purpose – To break improvement into manageable chunks

• Counter the temptation to want to solve world hunger in a single improvement cycle.

– To select the most effective team.

• Process – Identify conditions that go through different process

steps.

– Select one based on “pain,” volume, cost, customer impact, compliance issues, etc.

– Analyze the current state for that single condition; attempt to apply future state improvements to a broader set of conditions

Narrowing the Scope:

Example

Order

Fulfillment

Process

International

Domestic

Service Parts

Consumables

Units

Non-

Warranty

Warranty

Service Parts

Consumables

Units

Non-

Warranty

Warranty


Scoping Activity

• Pair up with a partner.

• Select a mfg or non-mfg process to be improved.

• Using the worksheet, select the specific set of

conditions a Kaizen team might focus on for making

improvements.

• ID first and last steps (improvement fenceposts).

• Be prepared to discuss.

Kaizen Event Scoping

Activity Worksheet


Setting Objectives

• Objectives are – Measurable

– Contain numbers

– Baseline compared to desired state

• Goals – General statements of intent

– Contain only words

– Contain no baseline, nor desired state

• Aim for objectives, not goals – Goal: Implement kanban.

– Objective: Reduce stockouts from 25% to 10%.

• Examples from your projects


Sample objectives

• Reduce LT from 3 days to 1 day.

• Increase FPY from 60% to 85%.

• Reduce X operation cycle time from 2.5

hours to 30 minutes.

• Increase uptime from 70% to 90%.

• Increase inventory turns from 3 per year to 8

per year.

• Reduce operator annual turnover from 50%

to 25%.


Forming the Kaizen Team

• The single greatest determinant of event success

• No more than 10 (6-8 ideally)

• Action-oriented individuals – Or thorough prepping / coaching of more passive members

• Must currently perform work being improved

• Manage team member selection – May need to lobby for team members

– Obtain approval of person’s direct supervisor first

– Avoid being told who needs to be on the team by people who don’t understand Kaizen Events

– Must have full time representation for all critical operations

– One the Kaizen Charter is set, no one is added to the team unless the team requests them


Kaizen Team Composition - Options

• Upstream suppliers (internal)

• Operators / staff who perform the work being improved

• Downstream customers (internal)

• Subject matter experts (i.e. information systems, regulatory, legal, risk management, etc.)

• External suppliers / contractors

• External customers

• Union representatives

• Maintenance / facilities representatives

• Outside eyes

• Management (limited representation)

• Administrative support (to create standard work tools)


Interim Briefings

• Every day or two

• Team presents their ideas; leadership assures team has considered all options and thought through all implications

• Leadership’s role – not to say “no” – To say “Have you considered this?” “How would we

handle…?” “What if…?”

• Workforce grows stronger as they learn how to identify and eliminate waste

• Leadership grows stronger as they’re able to shift their focus to strategic planning and performance monitoring

• Venue for challenging policies

Workforce

Training

1

2 1

3 2

4 3

5 4

5

1 6

2 7

3 8

4 9

5 10

1

2 1

3 2

4 3

5 4

1

2

3

4 Date:Date: Date:


Name

FacilitatorValue Stream Champion

Name

Dates

Start & End

TimesSpecific Conditions

Value Stream

Champion

FacilitatorProcess Trigger

Kaizen Event CharterEvent Scope Leadership Schedule

Last Step

First Step

Executive SponsorEvent Name

Team LeadInterim

Briefings

Location

Value Stream

Event Drivers / Current State Issues Team Members

Team

Presentation

Event Boundaries &

LimitationsEvent Coordinator

Function

Event Goals and Objectives

Potential Deliverables On-Call Support

Function

Possible Obstacles Approvals

Signature:

Executive Sponsor

Class Activity:

1. Determine the functions that need to be represented on your Kaizen

Event team.

2. Determine who should attend interim briefings.

1

2


Additional Prep: Data and Materials

• Gather anticipated equipment and supplies

• Collect baseline data – Enough to avoid wasting time; not too much that the

team is robbed from discovery

– Current state performance metrics

– Recent inspection results, surveys, etc.

– Implement time-limited root cause check sheets (if relevant)

• Gather relevant materials / documentation – Existing policies and procedures

– Existing job aids

– Relevant regs, industry standards, etc.


Additional Prep: Activities

• Post “process issues and improvement ideas” flip-charts in relevant work areas

• Conduct pre-event session for team and affected work area(s) – Lean overview (or review) including principles and key

tools

– Review Charter

– Review roles and responsibilities; Kaizen Commandments

– Set expectations

• Arrange for food and recognition awards

42







• Hold Event



• Create Charter


• Form Team

• Gather Data


Plan Do

(2-5 days)

Check Act

43

Within The Event - Micro PDCA

Plan Do

Check Act

Macro

PDCA • Test

improvements

• Refine & finalize improvements

• Implement improvements

• Train workforce

• Design & develop improvements

• Kick-off

• Document & analyze the current state

• Design future state

• Brainstorm & prioritize solutions

Plan Do

Check Act


Kaizen Commandments

• The team starts and ends the day together.

• Being on time is critical.

• The team stays 100% committed and 100% focused.

• No interruptions.

• All wireless devices on silent mode or off. No vibration.

• Rank has no privilege.

• Finger-pointing has no place.

• No veto power from outside the team.

• No silent objectors. Don’t leave in silent disagreement.

• Seek the wisdom of ten, rather than the knowledge of one.

• The current process isn’t “broken”; it needs improvement.

• It’s okay and encouraged to disagree; it’s not okay to be disagreeable.


5-Day Kaizen: Sample Structure

Day 1 & 2

(Plan)

Day 3 & 4

(Do, Check)

Day 5

(Check, Act)

Analyze current state

Perform root cause analysis

Design future state

Interim briefing

Design & test improvements

Obtain buy-in

Interim briefing

Finalize improvements Train process workers and

affected stakeholders Team presentation CELEBRATE!


Steps

• Understand the current state (identify waste)

• Perform root cause analysis

• Brainstorm improvements

• Design improvements (eliminate waste)

• Test improvements

• Adjust & finalize

• Document improvements

• Train operators / staff

• Monitor performance

47


Plan Do

Check Act

Macro

PDCA • Test improvements



• Train workforce


• Kick-off




Plan Do

Check Act


Document / Analyze the Current State

• Go to Gemba / observation

• Spaghetti diagrams – Calculate motion/transportation costs and productivity

losses

• Work breakdown structure or Metrics-Based Process Mapping (MBPM)

• Root Cause Analysis

• Surveys / audits

• Videotape

• “Product” samples

• Floor plans / blueprints

Go to the Gemba

P/U

AFrame

Power Pole

Hoist Rig Up Spaghetti DiagramBefore Kaizen Blitz Improvements

Estimated distance walked during Rig Up = 3095 ft

Diagram follows the Floor Hand and does not include moving the A-Frame

Rig Up Time = 90 minutes

Water

Before:

Floor hand walk distance =

3,095 feet per rig-up

Approximate reduction of 2600’ walk

distance per floor hand per rig-up. For

1000 rig-ups per month by all the crews,

there is an annual reduction of more

than 5900 miles of walking!

After:

Walk distance = 300 - 500 feet

Spaghetti Diagrams

51

Desk

Table

Desk

Desk

Desk

Desk

Table

Desk

Table

Desk Desk

Table Table Staging Area

6, 7

, 8, 9

6

, 7, 8

, 9

Desk

6, 7

, 8, 9

6

, 7, 8

, 9

6, 7

, 8, 9

6

, 7, 8

, 9

Desk Desk

Table

Table

Start

Table Table

1

12

4c

4a

3

2

11 10

cart

4b

Mail Room

Spaghetti Diagram (Shows people and product travel)


Root Cause Analysis

• RCA is necessary to:

– Avoid jumping to conclusions

– Avoid creating “band-aid” fixes

– Create lasting solutions that permanently eliminate

the problem

Root Cause Analysis: 4 Key Tools

CauseCause--andand--Effect DiagramEffect Diagram

Machine Measurement Environment

People Material / Info Method

Budgets

Submitted Late

Lack of experience

Time availability

No sense of import

No stnd spread sheet

Email vs. FedEx

No standard work

Input rec’d late

Forecast in other system

Manual vs. PC

System avail.

No milestones

$ vs. units

Weather delays

Dispersed sales force

Changing schedule

Machine Measurement Environment

People Material / Info Method

Budgets

Submitted Late

Lack of experience

Time availability

No sense of import

No stnd spread sheet

Email vs. FedEx

No standard work

Input rec’d late

Forecast in other system

Manual vs. PC

System avail.

No milestones

$ vs. units

Weather delays

Dispersed sales force

Changing schedule

5 Why’s

Why?

Why?

Why?

Why?

Why?

Check Sheets Quantify Occurrences

|Equipment failure

|||||||||||||Changing customer

requirements w/ no

adjustment to expected

delivery

||||||||||Order entry error

|||Staffing/absenteeism

|||||Quality issue requiring

rework

|||||||Material shortage

Tally Reason

|Equipment failure

|||||||||||||Changing customer

requirements w/ no

adjustment to expected

delivery

||||||||||Order entry error

|||Staffing/absenteeism

|||||Quality issue requiring

rework

|||||||Material shortage

Tally Reason

54


Plan Do

Check Act

Macro

PDCA • Test

improvements



• Train workforce


• Kick-off




Plan Do

Check Act


Brainstorming Improvement Ideas

1. Collect ALL ideas without evaluation.

a. Move quickly to minimize censoring

b. Can use “round robin” or free-for-all approach

2. Eliminate those that are not feasible due to regulatory, legal, financial, etc. issues.

3. Merge those that are similar

4. Number the “finalists”

5. Rank finalists based on:

a. Anticipated benefit

b. Ease of implementation

PACE Prioritization Matrix

High Low Anticipated Benefit

Ease o

f Im

ple

men

tati

on

Dif

fic

ult

E

as

y

20

7

5 13

4 23

1

22 8 9

2

10

16

11

6

12

14 19

15

17

3 21

18

Building a Lean Enterprise


Tools for Realizing the Future State

• 5S

• Visual Management

• Standardized work

• One-piece flow

• Pull systems

– FIFO lanes

– Kanban systems

• Batch size reduction

• Quality at the Source

(poke yoke)

• Work cells

• Cross-training

• Load leveling

(heijunka)

• Work balancing /takt

time

• Setup / Changeover

reduction

59


Plan Do

Check Act

Macro

PDCA • Test

improvements



• Train workforce


• Kick-off




Plan Do

Check Act

60


Plan Do

Check Act

Macro

PDCA • Test

improvements



• Train workforce


• Kick-off




Plan Do

Check Act


Testing Improvements

What are the various ways

in which one can test

improvements?

62


Plan Do

Check Act

Macro

PDCA • Test

improvements



• Train workforce


• Kick-off




Plan Do

Check Act


Calculating and Communicating Results

• How does the improvement affect the

customer’s experience?

• What is the financial impact of the

improvement?

• How is the workforce affected by the

improvement?

• Use a standard report form to communicate

the above results.

MetricUnit of

Measure

Before

Measurement

Projected

After

Measurement

Projected

Change

1 Lead Time Days 8.3 2.3 -72.3%

2 Process Time Min 55.0 25.0 -54.5%

3Rolled First

Pass Yield% 4.0 72.0 1700.0%

4 Handoffs Each 6.0 2.0 -66.7%

5

6

7

8

9

10 Michael Prichard

Mary TownsendSean Michaels

Sam Parks

Event NameAllen Ward

Sally McKinsey

Facilitator

Team Lead

- Reduced equipment downtime due to waiting for

parts; trickle-down effect re: stress on maintenance

department and inter-departmental conflicts

- Less frustration with the purchasing process

- Reduced lost-time,and improved productivity, due to

walking requisitions through the approval process

- Should see less premium freight costs due to

expediting of purchased parts and customer orders.

Event Objectives

Engineers and maintence given access to ERP and

trained how to create requisitions

Reduced lead time from time requistion is received until it is input from

approx 11 days to 2 days.1

Key Improvements Implemented

Dianne O'Shea Ryan Austin

Paul Dampier

Kaizen Event ReportOrder Fulfillment Process

11/26 - 11/28/2008Event Dates

Executive Sponsor


5

3

Team Members

Before Photos, Graphs and/or Data

ERP coding changed only department manager

authorization is required if total spend is less than

$5000

Department managers trained on approval process

including need to engage IT group if purchasing

application programs

Dave Parks

Sean Michaels

After Photos, Graphs and/or DataCollateral Benefits

2 Reduce number of approvals form 5 to no more than 2

Measurable Results

4


Team Presentation

• Team introductions

• Scope and objectives (review Charter)

• Current state discoveries

• Future state design / key improvements

implemented

• Key open action items (30-day and parking lot lists)

• Sustainability Plan

• Lessons learned

• Q & A

• Team recognition

Sally McKinsey Event NameOrder Fulfillment

Process

Dave Parks Event Dates 11/26 - 11/28/2008

10

12

13

9

11

5

6

7

8

1

2

3

4

Sean Michaels

• 30-Day List

• Process being addressed

• First & last steps

• Specific conditions

• Event drivers / current state issues

• Objectives

• Boundaries & limitations

• VSM and/or MBPM review

• Relevant metrics

• Photos (if relevant)

Opening Comments

• Key improvements and accomplishments implemented during the event

• Tools used

Team Presentation AgendaValue Stream Champion

Agenda Item

Sean Michaels

Facilitator

Scope and Objectives

• Team introductions

• Agenda

• "Rules" for attendees

"Before" Condition

Sam Parks & Tom Albin

Sean Michaels

Key Improvements Implemented

Paul Dampier & Michael Prichard

"After" Condition

• Potential obstacles that could prevent attaining projected performance

levels

• Define what a "parking lot" item is

• New process description

• Projected results (direct and collateral)

Dianne O'Shea & Mary Townsend

Key Open Action Items

Sustainability Plan

Brian Utke

Ryan Austin

Sean Michaels

as required

Facilitator Feedback

• Greatest success; greatest challenge

• Team feedback (each individual)

Parking Lot Issues

Lessons Learned

Wrap-up

Presenter(s)

Question and Answer

Team Recognition

Karen Louise

Leadership

• Leadership feedback to teamTeam

67







• Hold Event



• Create Charter


• Form Team

• Gather Data


Plan Do

Check

(4-8 weeks after)

Act


Keys to Sustaining Improvements

• Assigned accountability/ process ownership

• Daily monitoring initially (tapering off if appropriate)

• Weekly follow-up meetings

– 30-day list management

– “Tweaking” as necessary

• Visual management

• Periodic formal audits

• Consistent training for new hires

• Continuous improvement

Who identifies relevant documentation? Who updates it? By when?

Who communicates? How? To whom? Where posted?

Who communicates? Via what medium?

How is process performance going to be communicated to workers? Are

additional visuals needed? Who owns this activity?

Which value stream map(s) need to updated, who will do it and when?

Who maintains training records?

Who communicates? How? To whom?

Who is accountable? Where posted?Post the Event Report, 30-Day List, Sustainability Plan.

Update SOPs and other ISO or regulatory documents

impacted by changes.

Communicate and post 30-day and 60-day audit

results.

Communicate audit results to stakeholders and

leadership team.

Communication / Training

Requirement

Communicate to affected parties who were not advised

during event.

Provide training for those who missed initial training.

Integrate new process into ongoing department training.

Update Value Stream Map.

Update training records to reflect who has been trained.

Plan

Who will deliver it and when?

Who leads identification of training that need to be updated (ongoing and for

new employees), when will training be in place?

Event Dates

"Go Live" Date

Team Lead

30-Day Audit Date

"Go Live" Location

60-Day Audit Date

Sustainability PlanExecutive Sponsor


Facilitator

Event Name

Communicate process performance measurement

plan.

Activity –

How will you sustain the improvements you

accomplish with your projects?

Name Name

Signature Signature

Date Date

Will there be rewards / recognition for sustaining improvements? What will

corrective actions be if workers are not following new process? Who will

enforce these rewards/consequences?

Who monitors process performance on an ongoing basis? Who

communicates the results? When, to whom, in what format?

Who will lead audit & when? How will results be communicated? To whom?

How will the process be adjusted, if needed? What's the plan for continuous

improvement?

Who will lead audit & when? How will results be communicated? To whom?

How will the process be adjusted, if needed? What's the plan for continuous

improvement?

Who has ultimate responsibility for how process is performing?

Which Kaizen team member(s) will observe the process? How will they

communicate results? Who is responsible for adjusting the process, if

needed?

Who is responsible for finalizing process performance metrics and by when?

Which team member(s) will observe the process? When? How will they

communicate results? Who is responsible for adjusting the process, if

needed?

Process Owner

Monitoring / Measurement

Requirement

Put in place key metrics to measure process

performance; post performance.

Plan


Define corrective actions required if new process not

being followed (rewards and consequences).

Monitor process performance frequently; post results

put continuous improvement plans in place.

Identify process owner.

Observe process one day after event is over. Talk with

workers, assure they understand how process should

be performed; see if there are problems.

Observe process one week after event is over. Talk

with workers, assure they understand how process

should be performed; see if there are problems.

Conduct 30-day audit.

Conduct 60-day audit.

© 2011 Karen Martin & Associates

Process Ownership – Key Success

Factor for Sustainability

• As close to the work as possible.

– Directors and above are not typically effective

process owners.

• Responsible for ongoing process monitoring &

improvement.

• Authorized to work cross-functionally to improve

process performance and solve process

problems.

70

71







• Hold Event



• Create Charter


• Form Team

• Gather Data


Plan Do

Check Act

(ongoing)

Event Name

Event Dates

Audit Date

Yes No Owner

1

2

3

4

5

6

7

8

9

10

11

Unit of MeasureProjected

Change

Actual

After

Measurement

%

30-Day Audit Report

Corrective Action Needed

Are workers following the process as designed in the event (or

authorized modifications made since the event)?

Criteria

Are workers pleased with the improvements? Do they feel their

work has been simplified?

Is there evidence that all workers, including those new to the area,

have been trained on the new process?

Is process performance being measured and reported as set forth

in the Sustainability Plan?

Is the area manager monitoring and supporting compliance to the

new process?

Are all aspects of the Sustainability Plan being followed?

Are consequences for not following the new process design in

place?

Have any unintended consequences (positive or negative) arisen?

Check with downstream customers.

Is anyone resisting the new process?

Performance Metrics

Metric / Activity

Being MeasuredComments

Executive Sponsor


Lead Auditor

Lead Time

Process Time

Actual Change

(from Before

Measurement)

Projected

After

Measurement

Before

Measurement

Number of action items due by audit date

Number of action items completed

% of action items completed

Rolled First Pass Yield

30-Day List Status

Learning Objectives

• You will learn:

– How Kaizen Events differ from kaizen.

– How to plan an event (including necessary

leadership engagement, scoping, team formation,

and logistics).

– How to execute/facilitate an event.

– How to sustain improvements.

– How Kaizen Events can help shift culture.


Karen Martin, President

7770 Regents Road #635

San Diego, CA 92122

858.677.6799

[email protected]

Newsletter:

www.ksmartin.com/subscribe

Webinars:

www.ksmartin.com/webinars

For Further Information

mailto:[email protected]

http://www.ksmartin.com/subscribe

http://www.ksmartin.com/webinars

ucsd class: kaizen events

Business

days pt

value value

kaizen event planner

kaizen event definitiona

s kaizen event

kaizen events characteristics

erp10 days

lead time ca