Holding Effective Kaizen Events

Webinar

August 28, 2014

Holding Effective Kaizen Events

1

Consultant / Coach / Facilitator / Trainer: Lean transformation & business performance improvement in all industries.

Teacher: University of California, San Diego

Author & Speaker:

Karen Martin, President

@KarenMartinOpEx

2013 Shingo Prize winner!

www.ksmartin.com/subscribe

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2

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Kaizen

Kai = Change Zen = Good

Continuous Improvement 3

The People Who Do the Work are the

Experts

4

Engagement Drivers: The Three C’s

Connection

Control Creativity

The Outstanding Organization, pp. 155-158

To purpose, annual goals, immediate supervisor,

peers, customers

Heavy involvement in decisions that influence how they do their work.

Full use of talents, capacities,

potentialities & skills

5


Kaizen Event – Definition

A two- to five-day focused improvement activity during which a sequestered, cross-functional team designs and implements improvements to a defined process or work area, generating rapid results and learned behavior.

Karen Martin & Mike Osterling

The Kaizen Event Planner

www.ksmartin.com/TKEP 6

http://www.ksmartin.com/TKEP

When to Do a Kaizen Event

• Need for focus and speed (immersion)

• Process is highly cross-functional

• Desire to build stronger working relationships

• Desire to teach problem solving via PDSA

7

When NOT to Do a Kaizen Event

• When it’s the primary or only means of making improvement in the organization

Kaizen Event Outcomes

• Higher performing processes

• Documented, measurable processes (with clear ownership)

• Stronger working relationships

• Deeper problem-solving skills

• New mindsets, behaviors & habits

– Rapid decision making; rapid execution

– Need fewer & fewer KEs as you progress with transformation

• Clearer roles between leadership and frontlines

• Energized & engaged workforce 8

Tie Kaizen Events to Something Larger

(A3 Problem Solving or Value Stream Transformation)

Avoid “Drive-by Kaizen Events” “Kamikaze Kaizen Events” “Random Acts of Kaizen”

9

10

Develop hypothesis

Conduct experiment

Measure results

Refine Standardize

Stabilize

5-Day Kaizen Event: Typical Structure

Day 1 & 2 (Plan)

Day 3 & 4 (Do, Study)

Day 5 (Study, Adjust)

Kick-off

Analyze current state

Perform root cause analysis

Design future state

Interim briefing

Design & test improvements

Obtain feedback

Interim briefing

Refine & finalize improvements

Train process workers & stakeholders

Final presentation

CELEBRATE!

11

Value Stream Mapping and A3 Management

12

Value Stream Mapping has no place

in a Kaizen Event

13

www.ksmartin.com/VSM

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Work: Degrees of Granularity

Value Stream

Process Process Process

Step Step Step

14

Macro Perspective

• Define strategic direction (“what”)

• Heavy leadership involvement

• Value Stream Mapping

Micro Perspective

• Identify the tactical “how”

• Heavy frontline involvement

• Metrics-Based Process Mapping

Source Refrigeration & HVAC, Inc.

Current State Value Stream Map

Serv ice Deliv ery

Created February 11, 2009

CONFIDENTIAL

Customer

Receive

customer call

Call Center

PT = 2 mins.

%C&A = 60%

Review &

Post Invoices

Posting

Admin

PT = 3 mins.

%C&A = 98%

Batch: 1x/day

0.0833

hours

2 minutes

2 hours

5 minutes

1.5

hours

90 minutes

1.25 hours

75 minutes

2 hours

120 minutes

4 hours

5 minutes

10.7

hours

10 minutes

48

hours

25 minutes

4 hours

3 minutes

10.7

hours

10 minutes

2 hours

4 minutes

480

hours Lead Time = 572 hours

Process Time = 349 minutes

Select &

Dispatch Tech

Dispatcher &

Service

Manager

PT = 5 mins.

%C&A = 60%

Make Repair;

Call to raise

the NTE

Tech

PT = 120 mins.

%C&A = 40%

Complete Call

in GP

Dispatcher

PT = 5 mins.

%C&A = 80%

Review

Service Call

Data

Service

Manager

PT = 10 mins.

%C&A = 50%

Batch: 2x/day

Review Open

Ticket Report

Billing

Admin

PT = 25 mins.

%C&A = 75%

Upload time

card

Tech

PT = 0 mins.

%C&A = 70%

Batch: 1x/day

Close call in

Verisae

Account

Manager

(West)

PT = 1 mins.

%C&A = 90%

Batch: 1x/day

Process Time

Cards

Payroll

Admin

PT = 10 mins.

%C&A = 90%

Batch: 1x/day

Process A/P

A/P

Admin

PT = 15 mins.

%C&A = 85%

Batch: 1x/day

Tech

Assess

Problem

PT = 90 mins.

%C&A = 90%

Tech

Special Order

Part

Tech

Pick up Part

at Parts Store

PT = 75 mins.

%C&A = 95%

Tech

Get Part from

Truck

PT = 0 mins.

120 m.

Great

Plains

Verisae

(Customer)

Review

Invoices;

Close in

Verisae (Pac)

Account

Manager

PT = 10 mins.

%C&A = 85%

Batch: 3-5x per wk

Enter Invoices

into Verisae &

Excel; Mail

Invoices

Billing

Admin

PT = 4 mins.

%C&A = 95%

Batch: 1x/week

Excel

Spreadsheet

(Customer)

40%

Receive

Cash; Post

Payment

Collections

75 m. 120 m. 240 m. 640 m. 6 days 240 mins. 640 m. 120 m. 60 days90 m.5 m.

30%

30%

Supplier

Lead Time to Invoice = 86.2 biz hrs

Lead Time to Cash = 131 biz days

Process Time = 5.8 biz hrs.

Activity Ratio = 6.8%

RFPY = 1.1%

Repair Service Delivery – Request to Cash Current State Value Stream Map

Future State Value Stream Map

Source Refrigeration & HVAC, Inc.

Service Delivery

T&M Target example, refrigeration component repair, non-peak season (35 work orders per day)

Created February 13, 2009

CONFIDENTIAL

Customer%C&A = 99%

Dispatcher

Create W.O.

Dispatch Tech

PT = 7 mins.

%C&A = 85%

Supplier

Tech

Assess

Problem

PT = 75 mins.

%C&A = 90%

Billing Admin

Review W.O.,

payroll, AP &

invoice; post

immediately

PT = 25 mins.

%C&A = 95%

Billing Admin

Compare

invoice

register to

invoices and

mail invoices

PT = 5 mins.

%C&A = 99%

1x daily

Collections

Receive

Cash; Post

Payment

2 hrs.

0.117 hrs.

1.25 hrs.

1.25 hrs.

1.25 hrs.

1.25 hrs.

2 hrs.

2 hrs.

24 hrs.

0.417 hrs.

4 hrs.

0.0833 hrs.

480 hrs. Lead Time = 520 hrs.

Process Time = 5.12 hrs.

Tech

Make Repair;

Complete call

on handheld

PT = 120 mins.

%C&A = 75%

Verisae

(Customer)

Great

Plains

Tech

Pick up Part

at Parts Store

PT = 75 mins.

%C&A = 95%

`

Excel

Spreadsheet

(Customer)

Billing Admin

Enter data

into Verisae

and Excel

from Daily

Report

PT = 5 mins.

%C&A = 99%

1x daily

Tech

Special Order

Part

10%

60%

Tech

Contact Tech

Support As

Needed

Tech

Get Part from

Truck

PT = 0 mins.

30%

EDI Interf ace

No EDI

120 mins. 75 mins. 75 mins. 2 hrs. 24 hrs. 4 hrs. 60 days

Create Tech

Support Center

Create EDI

Interface w/

Customers

Centralize

Dispatch

Improve Tech

Onboarding

Standardize

Truck Inventory

Improve Tech

Training; Create

Sub-levels

Install kanban

on trucks

Create

Customer Billing

Teams

Create stnd work

for invoicing

Create invoice

exception report

Explore flat

rate pricing

Create Tech

performance

report

Implement

GPS

Create Source

preferred T & C's

Separate labor

& payroll

Create EDI

Interface w/

Verisae

Establish

parameters for time

& parts by

service type

Lead Time to Invoice = 34.5 biz hrs

Lead Time to Cash = 67 biz days

Process Time = 5.1 biz hrs.

Activity Ratio = 14.8%

RFPY = 45.4%

Repair Service Delivery – Request to Cash Future State Value Stream Map

Metric Current State Projected

Future State

Projected %

Improvement

Complete VS

Lead Time Sum 9.5 days 8.7 days 8%

Complete VS

Process Time Sum 5.8 hours* 5.1 hours* 12%

Activity Ratio 6.8% 14.8% 118%

Rolled First Pass

Yield (Rolled %C&A) 1.1% 45.4% > 4,000+%

# Linear Handoffs 11 6 45%

LT to Invoice 86 days 35 days 59%

LT to Cash 131 days 67 days 49%

Freed capacity 4 FTEs*

Tech Satisfaction Poor High

Value Stream Transformation Results

17 * (0.7 hrs reduced PT x 12,000 repairs/year) ÷ 2,080 hrs/yr/FTE = 4.0 FTEs Freed Capacity

Improvement Roles and Responsibilities

Who? Accountability Tool

Senior

Leadership

What needs to

happen

Strategy

Deployment,

Value Stream

transformation

Frontline

Workers

How it will

happen

Daily Kaizen,

Kaizen Events

Middle Management

Stra

tegi

c Ta

ctic

al

18

Kaizen Event Preparation: 4-6 weeks prior to the Event

19

3 Purposes of Charters: Plan, Communicate, Build Consensus

20

21

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

Karen Martin

Howard Z

Tue Mar 10

Chino Training Center

Signature:

Tech book (company info, key policies and procedures, etc.)

Fred SLauren A

Executive SponsorDisagreement about policies.

Possible Obstacles Approvals

Training ManagerOthers TBD

Division Manager

Jose R

Improve post onboarding survey results from 25% to 85% satisfaction. Lean Deployment Manager

Potential Deliverables On-Call Support

AnaheimJohn R

Standard work re: tech onboarding & orientation Function

Train all branch managers on new process. I.T. Support Tech

Branch Lead Admin

Define a standardized process and assign process owner. Service Tech

Assure techs are functionally and technically ready to perform. Service Tech

Event Goals and Objectives

Cumbersome process to get Techs all the tools they need. Service Manager

Service Manager

High degree of variation among branches; lack of standard work. Function

Higher error rate re: data entry, policy compliance, etc. than necessary. HR Coordinator

Event Drivers / Current State Issues Team Members

Thu Mar 12Final

Presentation

Event Boundaries

& Limitations

Excludes improvements re: tech levels or the

hiring process; $10,000 budget max for

training/orientation materials.

Event Coordinator Sally M

Specific

Conditions Service only (excludes construction)

Value Stream

Champion

Last Step Employee completes 90 days on board.Team Lead

First Step Candidate accepts offer.

FacilitatorProcess Trigger

Value Stream

Kaizen Event CharterEvent Scope Leadership Schedule

Lauren ATech Onboarding

Executive SponsorEvent Name

Service Delivery

HR generates offer letter.

FacilitatorValue Stream Champion

Wed Mar 11

AnaheimAshley R

Name

San Bernardino

Texas

Ron J

Mar 9, 10, 11, & 12

(Mon - Thu)

8:00 am - 5:00 pm

Event Dates

Start & End

Times

Justin C

Karen Martin

Fred S

Interim

Briefing(s)

Location

Justin C

Corey K

Signature:

Gary K

Name

Branch Lead Admin

Handheld Specialist

Wendy M

Barbara R

Anaheim

Denver & San Bernardino

Johnson K

Lisa B

Branch

Phoenix

Sacramento

San Diego

Portland

Signature:

License AgreementSpell-check Sheet

Kaizen Event Facilitators Wear Many Hats

22

Kaizen Event Facilitator Necessary Traits

• Skills / Knowledge – Problem solving (PDSA) – Improvement tools – analysis & countermeasures – Project & time management – Team building / facilitation – Coaching (asking vs. telling) – People effectiveness – from front line workers to execs; conflict mgmt

• 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

23

Kaizen Event Scoping

• Define fenceposts, conditions, and limitations.

• Gives the team “freedom with boundaries.”

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

24

25

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

Karen Martin

Howard Z

Tue Mar 10


Signature:


Fred SLauren A




Division Manager

Jose R



AnaheimJohn R



Branch Lead Admin





Service Manager




Thu Mar 12Final

Presentation

Event Boundaries

& Limitations





Specific


Value Stream

Champion




Value Stream




Service Delivery



Wed Mar 11

AnaheimAshley R

Name

San Bernardino

Texas

Ron J

Mar 9, 10, 11, & 12

(Mon - Thu)

8:00 am - 5:00 pm

Event Dates

Start & End

Times

Justin C

Karen Martin

Fred S

Interim

Briefing(s)

Location

Justin C

Corey K

Signature:

Gary K

Name

Branch Lead Admin

Handheld Specialist

Wendy M

Barbara R

Anaheim


Johnson K

Lisa B

Branch

Phoenix

Sacramento

San Diego

Portland

Signature:


26

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

Karen Martin

Howard Z

Tue Mar 10


Signature:


Fred SLauren A




Division Manager

Jose R



AnaheimJohn R



Branch Lead Admin





Service Manager




Thu Mar 12Final

Presentation

Event Boundaries

& Limitations





Specific


Value Stream

Champion




Value Stream




Service Delivery



Wed Mar 11

AnaheimAshley R

Name

San Bernardino

Texas

Ron J

Mar 9, 10, 11, & 12

(Mon - Thu)

8:00 am - 5:00 pm

Event Dates

Start & End

Times

Justin C

Karen Martin

Fred S

Interim

Briefing(s)

Location

Justin C

Corey K

Signature:

Gary K

Name

Branch Lead Admin

Handheld Specialist

Wendy M

Barbara R

Anaheim


Johnson K

Lisa B

Branch

Phoenix

Sacramento

San Diego

Portland

Signature:


Sample Measurable Objectives

• Reduce Lead Time from 3 days to 1 day.

• Increase quality from 60% to 85%.

• Reduce overall Process Time from 2.5 hours to 30 minutes.

• Reduce telephone hold times from 10 to 2 minutes.

• Reduce square footage from 12,000 to 7,000 sq ft.

• Reduce annual turnover from 20% to 10%.

• Increase employee engagement scores from 75% to 89%.

27

28

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

Karen Martin

Howard Z

Tue Mar 10


Signature:


Fred SLauren A




Division Manager

Jose R



AnaheimJohn R



Branch Lead Admin





Service Manager




Thu Mar 12Final

Presentation

Event Boundaries

& Limitations





Specific


Value Stream

Champion




Value Stream




Service Delivery



Wed Mar 11

AnaheimAshley R

Name

San Bernardino

Texas

Ron J

Mar 9, 10, 11, & 12

(Mon - Thu)

8:00 am - 5:00 pm

Event Dates

Start & End

Times

Justin C

Karen Martin

Fred S

Interim

Briefing(s)

Location

Justin C

Corey K

Signature:

Gary K

Name

Branch Lead Admin

Handheld Specialist

Wendy M

Barbara R

Anaheim


Johnson K

Lisa B

Branch

Phoenix

Sacramento

San Diego

Portland

Signature:


Proper Team – cross-functional; people who do the work being improved

29

30

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

Karen Martin

Howard Z

Tue Mar 10


Signature:


Fred SLauren A




Division Manager

Jose R



AnaheimJohn R



Branch Lead Admin





Service Manager




Thu Mar 12Final

Presentation

Event Boundaries

& Limitations





Specific


Value Stream

Champion




Value Stream




Service Delivery



Wed Mar 11

AnaheimAshley R

Name

San Bernardino

Texas

Ron J

Mar 9, 10, 11, & 12

(Mon - Thu)

8:00 am - 5:00 pm

Event Dates

Start & End

Times

Justin C

Karen Martin

Fred S

Interim

Briefing(s)

Location

Justin C

Corey K

Signature:

Gary K

Name

Branch Lead Admin

Handheld Specialist

Wendy M

Barbara R

Anaheim


Johnson K

Lisa B

Branch

Phoenix

Sacramento

San Diego

Portland

Signature:


The Purpose of Periodic Briefings

31

• Demonstrate proper problem solving

• Gain commitment

• Build trust between leadership (no veto power) and team

• Challenge policies & other obstacles

• Help people “grow” with change

• Surface resistance or hidden issues

32

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

Karen Martin

Howard Z

Tue Mar 10


Signature:


Fred SLauren A




Division Manager

Jose R



AnaheimJohn R



Branch Lead Admin





Service Manager




Thu Mar 12Final

Presentation

Event Boundaries

& Limitations





Specific


Value Stream

Champion




Value Stream




Service Delivery



Wed Mar 11

AnaheimAshley R

Name

San Bernardino

Texas

Ron J

Mar 9, 10, 11, & 12

(Mon - Thu)

8:00 am - 5:00 pm

Event Dates

Start & End

Times

Justin C

Karen Martin

Fred S

Interim

Briefing(s)

Location

Justin C

Corey K

Signature:

Gary K

Name

Branch Lead Admin

Handheld Specialist

Wendy M

Barbara R

Anaheim


Johnson K

Lisa B

Branch

Phoenix

Sacramento

San Diego

Portland

Signature:


Socializing the Charter

• Conversation, not merely an email attachment.

• To the entire workforce who will be affected by change.

• Adjust the charter if new discoveries or concerns surface.

• PHYSICALLY POST THE CHARTER & have stand-up meetings around it.

33

Additional Pre-Event Considerations

• How much data to collect.

• Collecting upfront problems, observations, and ideas.

• Holding an overview session.

• I.T. is nearly always a problem.

• Preparing executive sponsors for kick-off.

34

Kaizen Event Execution

35

Rules of Engagement

1. The team starts and ends the day together and breaks together; being on time is critical.

2. The team stays 100% committed and 100% focused. – No interruptions.

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

– No email except during breaks or 100% relevant to kaizen event.

3. Keep an open mind and consider all ideas. Ask “why?,” “what if?,” “why not?”

4. Challenge everything

5. Seek the wisdom of ten vs. the knowledge of one.

6. Rank has no privilege.

7. Finger-pointing has no place.

8. No silent objectors; don’t leave in silent disagreement; respectful disagreement is encouraged.

9. Use creativity before capital; mind before money.

10. What’s said in the room stays in the room. 36

Typical Team Evolution

Form

Storm

Norm

Perform

Bruce Tuckman, 1965

Adjourn (Mourn)

37

Document / Analyze the Current State

• Go to Gemba / observation

• Spaghetti diagrams

• Work breakdown structure (manufacturing) or Metrics-Based Process Mapping (office/service)

• Root Cause Analysis

• Surveys / audits

• Videotape

• “Product” samples

• Floor plans / blueprints

• Review of existing procedures

38

39

Metrics-Based Process Mapping: Eliminate Waste and Define Standard Work

www.ksmartin.com/MBPM

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40

50% Discount – CRC Press – Promo Code 081MA 0

1

0

15

6

-1

0Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A

1Fax PO to Sales

Rep0 0 45%

2

Review PO;

clarify with

customer as

needed

20 2 90%Fax PO to

warehouse10 4 90%

5

6

Check inventory

levels; notify

Sales Rep re:

status

5 4 95%Fax PO to Sales

Rep5 0.33 90%

0 20 10 5 5

0 2 4 4 0.33

45% 90% 90% 95% 90%

0 20 10 5 5

Rolled %C&A

Critical Path LT

Total PT

Critical Path PT

5431 2

Mary Townsend

Hours Worked per Day Sally Dampier

Occurrences per Year Sam Parks

Current State Metrics-Based Process Map

Dave Morgan25-Jun-08

8 Facilitator

Process Details

Michael Prichard

Order FulfillmentProcess Name

Specific Conditions Domestic orders through sales force

37,500

Date Mapped

Sean Michaels

Sales Rep

Ryan AustinDiane O'Shea

Mapping Team

LT Units

Function /

Department

PT Units

Step # ►

Customer

Finance

Warehouse /

Shipping

Seconds

Minutes

Hours

Days

Seconds

Minutes

Hours

Days

41

Current State Discoveries

• Wide process variation among branches.

– Techs not given consistent orientation and the tools to function properly (across all branches)

– Important policies unknown

– Shocking how many handoffs and “cooks in the kitchen”

– CHAOS!

• Degree to which new techs had negative experience

• Excessive time and money to get a tech onboard

42

Target Condition

• Smooth “production process”

• Positive tech experience from day one

• Create ability to deliver better quality to our customers more quickly

• Ability to collect cash more quickly; reduce costs

• Increase tech productivity

• Better compliance with company policy, safety and regulatory requirements, and customer requirements; reduce risk

• Free capacity in HR, I.T., Fleet/Cell phone, Service Managers, and Lead Admins

• Turnover reduction

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

43

Building a Lean Enterprise

Potential Countermeasures

44

PACE Improvement Prioritization Grid

Low High Anticipated Benefit

Ease o

f Im

ple

men

tati

on

Dif

ficu

lt

Easy

20

7

5 13 4

23

1

22

8

9

2

10

16

11

6

12

14

19

15

17

3 21

18

Kaizen Events: Focus on easiest, highest benefit Improvements

45

Deliverables & Improvements Made in Tech Onboarding Kaizen Event

• Created a comprehensive Tech Manual (updated policies, new defined processes)

• Created a New Hire Packet Checklist

• Created an Onboarding Training Tracker

• Revised New Hire Onboarding Experience Survey

• Trained HR, IT, Facilities, 30 hiring managers and admin staff at 5 Branches

46

3 Criteria for Proper Process Management

1. Defined and documented processes

2. 2-5 relevant KPIs for each process

a. Visually displayed

b. Consistently measured

c. Consistently improved

3. Highly effective training

4. Sole ownership & process monitoring

47

Kaizen Event Follow-up

48

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

Value Stream Champion

Facilitator

Event Name

Communicate process performance measurement

plan.

How will you sustain the improvements?

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

Value Stream Champion

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.

49

Karen Martin, President 858.677.6799

@karenmartinopex

Blog & newsletter: www.ksmartin.com/subscribe

50

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