Kaizen Facilitator Training

Planning and Facilitating Rapid Process Improvement Events

Learning Objective

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• Learn and practice basic facilitation skills

• Learn the steps for facilitating a Kaizen event

• Practice swim lane mapping

Agenda

Day 1• Welcome • Set team norms• Facilitator overview • Kaizen event overview• Planning a Kaizen event

‒ Lunch (Noon to 1:00 p.m.)

• Facilitation exercise• Debrief (Plus / Delta)

Day 2• Holding a Kaizen event

– Lunch (Noon to 1:00 p.m.)

• Implementing changes• Studying results• Sustaining improvements• Process mapping exercise• Debrief (Plus / Delta)

3

Please share your:•Name•Organization and role •Topic for your improvement project or why you are interested in becoming a Kaizen facilitator

Introductions

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Set Team Norms / Guidelines

• Define team norms and their purpose• Inform participants that one of your facilitator

responsibilities is to uphold the team norms• Do not force a group into a set list of team norms

– but have a list in your back pocket if needed.• Ask participants if they need any norms clarified• Get visual agreement from participants to abide

by and uphold the team norms• Establish a “Parking Lot” where you record items

that are important, but off topic (define follow-up actions)

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• Attend all meetings, be on-time and follow the agenda• Share your experience and knowledge• Listen first, evaluate later• Don’t be afraid to ask questions• Focus on the problem or issue; not the individual• Only one person should talk at a time; avoid private

conversations• Set cell phones on silent and check messages at breaks• Keep an open mind to change • What is said here, stays here (Vegas Rule)• Voice your concerns; do not leave in disagreement• Be positive and supportive

Common Team Norms

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What is a facilitator?

• Neutral convener who manages the structure needed for effective human interactions (virtual or in-person) so meeting outcomes are achieved within designated timeframes.

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Benefits of facilitation

• Increased engagement of participants • More focused and productive meetings • Clarity on areas of agreement and

disagreement• Conflicts managed by a neutral convener• Improved decisions • Increased buy-in and support• Enhance relationships and trust

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Facilitator responsibilities

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The facilitator should:•Be positive•Be clear about instructions and expectations•Recognize progress •Know when to instruct, facilitate and intervene•Sense the “mood of the group”•Encourage and value all opinions•Be objective, and non-judgmental

Attributes of a good facilitator

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Facilitator tipsDO

• Do clarify the purpose, outcomes, & process for the meeting

• Do define what decisions will be made and who and how decisions will be made

• Do encourage full participation “Let’s hear from someone who hasn’t spoken for a while”

• Do maintain neutrality• Do ask people to expand on general

statements• Do probe for understanding & agreement• Do check-in with participants and take

breaks when people are tired• Do give warning when the time to

complete the conversation is near

DON’T• Don’t assume people know why they

are meeting and what they need to accomplish

• Don’t let one or a few people dominate the discussion

• Don’t favor the “best” thinkers• Don’t offer your opinions or engage in

the discussion• Don’t interrupt• Don’t rush or pressure the group

Silence usually means people are thinking – be patient

• Don’t say, “Ooh, good one!” or “Hey, you don’t want me to write that down, do you?”

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Kaizen Event

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• A 1-5 day facilitated, rapid improvement project that engages the creativity of a team to remove waste from a process and enhance customer value.

•

Lean Methodology

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Following the Lean methodology ensures knowledge creation and continuous improvement

Challenge the status quo

Validate assumptions

Kaizen Event - Plan Phase

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Plan

1. Select the project (define the business issue/case)

2. Define project scope and goals (Project Charter)

3. Identify and prepare the team

4. Schedule kickoff/pre-work and event meetings and venues

5. Collect information and data and hold kickoff/pre-work meetings

Communicate! Communicate! Communicate!

Project Selection Criteria

Alignment Strategic importance - project links to strategic priorities and goals and will position

the organization for future success

Impact

Project will benefit a large number of stakeholders/customers Process involves a lot of internal resources to administer Process is important and has high visibility to stakeholders/customers

Need Public perception/pressure regarding the need for improvement Process is not working well (customer complaints, rework, defects, unhappy staff) It is a core business process that affects many other processes.

Ability Staff have the time and resources (equipment, materials, training, facilitation

support) to participate in the project and implement changes Data is available to understand the current situation and track performance

Willingness Manager is committed to making needed changes Employees are willing to serve on a project team and implement project changes Employees are dissatisfied with the current state (i.e., pain level is high)

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• Clear start and end points (can be described as a process)

• Easily identifiable internal and external customers

• Improvement can be measured• Start with quick wins before tackling larger

projects• Determine the appropriate project method

and set of tools for achieving desired results

Project Selection Tips

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Improvement Project Types

Defining Project Type

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• Define what is IN scope– What is the first step of the process?– What is the last step?

• Define what is OUT of scope

Scope the Project

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• How big is too big? (rule of thumb; if there are 10 or more functions, reduce the scope)

• Adjust the scope if you do not have the current state process documented by mid-morning of Day 2

• Use a SIPOC diagram

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Project Scoping Tips

Supplier Inputs Process Outputs Customer

Set Goals & Complete a Project Charter

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Project Charter

Team Roles:•Sponsor•Team leader •Facilitator•Team members

Define and Prepare the Team

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Commitment is needed from everyone!

1. Create or ratify project scope and goals 2. Select the team leader, facilitator, and team

members (often with team leader)3. Invite team members and communicate project

to key stakeholders – transparency is key!4. Kickoff the event with words of support5. Stay involved with the team and attend check-in

meetings at the end of each day6. Attend final presentation and recognize team7. Ensure improvements are implemented and

sustained

Sponsor Responsibilities

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1. Assist on scope, goals, and defining team members

2. Gather process information and data3. Schedule kickoff and event meetings and

venues4. Help the facilitator with team member

involvement5. Lead check-in meetings6. Coordinate implementation of action plan7. Trouble shoot and bring issues to sponsor’s

attention8. Monitor progress and performance9. Ensure standard work is followed and

sustained and results achieved

Team Leader Responsibilities

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1. Help the sponsor and team leader define and prepare for the kaizen event

2. Facilitate the event3. Train on Lean principles and tools4. Work with the team to provide deliverables5. Support implementation and sustainment

Facilitator Responsibilities

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• Work with a potential sponsor to find a ‘good’ project

• Help the sponsor determine who the team leader should be

• Help the sponsor and team leader establish appropriate goals for the event

• Help the sponsor and team leader identify team members

• Arrange for project supplies and materials

Facilitator Planning Tasks

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Arrange for Supplies and Materials

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Item Price

Paper Bond, 36” X 150 ft. (white butcher block paper for swim lane map) $15.00

Mailing Tape (2 inch width) or 1” magic tape $2.50

Magic (blue) Tape or masking tape (1 inch width) $2.00

Fat Tipped Colored Markers (e.g., Mr. Sketch – 12 set) $6.70

Black Sharpie Fine Point Markers (6 markers) $4.00

Light yellow Post-it notes (3”x3” – 14 note pads) $14.40

Colored Value Pack Post-it notes (4 bright color not pack pads) $18.50

Easel Pad Poster Paper (post-it style 25”x30” – 40 sheet flip chart pad) $17.00

Scissors

Laptop and projector with necessary chords – may need portable speakers, DVDs and DVD player, camera

Name tents, paper, handouts, PowerPoint agenda, training, report out

Train team members on:•Lean principles and tools (7 wastes, 5S, Kaizen, standard work, 5 Whys)•How to process map•Brainstorming rules and process•Affinity Diagram (organizes ideas)•Future/creative thinking (brain gym, Power of Future Conversation video, Embracing Change)•Prioritizing ideas (Criteria Decision Matrix)

Facilitator Training Tasks

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• Develop a communication plan with the sponsor and team leader

• Prepare project messages (e.g., project announcement, project invitation, team preparation, report out invitation)

• Manage the schedule, participation, and progress each day

• Capture and record decisions, and prepare the report out document with the team

• Attend check-in meetings to ensure good communication between the team and sponsor

Facilitator Communication Tasks

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Team typically consists of: •Process participants – Include information suppliers, and end of process customers if possible•Technical support – IT, facilities, Internal control•1 outside set of eyes – Not essential but good idea if team size allows

Selecting Team members

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• Knowledge and expertise on the current process (may also want a person from outside of the process to provide a fresh perspective)

• Use data to understand and solve problems• Ability and willingness to participate – are

they open to change or a CAVE dweller?• Create and abide by team ground rules• Develop project deliverables (future state

process, action plan, report out presentation)• Implement action plan and sustain

improvements

Team Member Responsibilities

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• Reserve rooms and peoples schedules 4-6 weeks prior to the event (including Kick-off meeting)

• Event venue criteria:– Isolated - quiet for work and not disturbing others– Lots of available wall space – Technology for training – Provides access to process materials and resources

Schedule Meetings

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Team leader collects process data: •Volumes (# processed per month, year)•Current metrics relevant to the process (time, first pass yield, rework, customer satisfaction)•Forms/databases used in the process•Defects – External, re-work•Customer needs and requirements (CTQ)

Collect Information and Data

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Purpose: Get everyone on the same page •Sponsor Kickoff (business issue and anticipated customer and staff benefits)•Review project charter & roles and responsibilities – including time commitment•Answer team members’ questions•Sign Project Commitment•Provide Lean overview training

Hold Kickoff Meeting (1-2 hours)

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• Identify key audiences for the project and what they may need or want to know and how best to deliver the information– E.g.: Let leaders and staff know that

you are engaging a team to recommend changes to improving the process; share the process goal and timeline; who is involved, and who they may contact with questions, concerns and advice.

Communication is Key!

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Communicate before, during and after the event

Audience Message Purpose and

Content

Delivery Format

Sender Date

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Establish a Communication Plan

• Use a project charter and sign a project commitment• Do not use a kaizen event to address employee

performance issues• Include someone from outside the process on the team• Clarify team member time commitment before, during

& after• Educate/coach sponsors to manage their expectations • Solicit input from staff and stakeholders upfront• Provide an avenue to report concerns, questions, and

improvement ideas before, during and after the project• Publicize the project – it shouldn’t be a secret!• Conduct sponsor check-ins (answer ?s, avoid zingers!) 38

Advice - Plan Phase

Please circle the appropriate response that follows each question (10 questions per Round and 4 Rounds = 40 total questions), where•T = statement is true•F = statement is false•? = story does not contain sufficient data/information to respond true or false

Exercise Conditions:•Individually complete the assignment•Stand up when you are facilitating•Maintain neutrality•Everyone facilitates

White Albatross exercise

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1. Which was higher, the individual score or the team score?

2. What is the value of team deliberation?3. What was it like to facilitate?4. How would you rate your neutrality?5. How can you improve your facilitation skills?

White Albatross reflection

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White Albatross

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Plus / Delta

Plus Delta

•What did you like?

• What didn’t work for you (was difficult, unclear, etc.)?

• What changes should we make for the future?

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Kaizen Facilitator Training

Day 2

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Kaizen Event – Do Phase

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Do

6. Map and characterize current process

7. Identify process strengths and “wastes”

8. Brainstorm, evaluate and select solutions

9. Map and characterize future process

10. Define performance measures

11. Prepare an action plan, include “quick wins”

12. Prepare, rehearse and deliver report out presentation – Celebrate!

13. Implement action plan

Every Kaizen event is different. It follows a well-established script, but the flow, and outcomes are always different. Facilitators need to be flexible but consistent.

Hold the Kaizen event

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Agenda – Day 1

• Welcome (ice breaker)• Set team norms• Lean overview training (if not provided at Kickoff

meeting)• Prepare a SIPOC diagram (larger projects)• Identify customer requirements• Training on how to process map• Map current state process• Debrief (Plus / Delta)• Sponsor Check-in meeting

Theme: learning & discovery

Customer /Stakeholder Group

Needs and Preferences

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Customer Requirements

• List end-user customers first• You may need to segment end-user customers• Define needs using data, surveys, interviews, focus

groups, observation • Ideally, collect customer requirements in advance

Process Mapping

Reasons, formats and steps for documenting work processes

What is a Process?

• Process = a series of steps/tasks to achieve a result.

Benefits of Documented Processes

• Staff and customer clarity on the content, timing, sequence, and outcome of each process step (i.e., standard work)

• Staff clarity on who is responsible for each step and how long it should take to complete each step

• Standard work makes it easy to deliver consistent services/products to customers

• Ability to measure progress and performance• Easier to onboard/train new employees• Easier to improve service quality and efficiency!

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Process Mapping FormatsProcess documentation table

– Good for capturing tasks, decisions, and process issues prior to a process mapping session and good for documenting standard work

Spaghetti map – Good for showing physical movement of people and materials

Flow chart – Good for showing tasks and decision loops

Value stream map– Good for showing where “value” is created, highlighting

improvement opportunities, and is linearSwim lane map

– Combination of a flow chart and value stream map - good for showing who performs which tasks and when

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Process Documentation Table

Task / Decision Who When Task Time Form Observation / Comment

1. Get mail

2. Sort mail

3. Open bills

4. Is bill complete and accurate?

5. If “yes”, send payment

6. If “no”, call company to resolve

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Flow Chart

Get Mail

Sort

Open Bills Correct?

Write Check& Due Date on

Envelope

Put in Envelope& Attach Stamp

Wait forDue Date -5

Mail

Call CompanyTo Resolve

Yes

No

Resolved?

YesNo Stop

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Spaghetti Map

Desk

Table

Desk

Desk

Desk

Desk

TableDesk

Table

Desk Desk

Table Table Staging Area

6, 7, 8, 96, 7, 8, 9

Desk

6, 7, 8, 96, 7, 8, 9

6, 7, 8, 96, 7, 8, 9

DeskDesk

Table

Table

Start

Table Table

1

12

4c

4a3

2

11 10

cart

4b

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Value Stream Map (VSM)

Task/Touch Time:

Wait/Delay Time:

Lead Time:

<Process Step>

% CA:

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% CA: Percent complete and accurate is a metric of the work that is error free (i.e., complete and correct the first time through and never returns again) relative to total work in that process step (AKA First Pass Yield).

Time

Task/Touch Time:

Wait/Delay Time:

Lead Time:

<Process Step>

% CA:

Task/Touch Time:

Wait/Delay Time:

Lead Time:

<Process Step>

% CA:

Task/Touch Time:

Wait/Delay Time:

Lead Time:

<Process Step>

% CA:

Swim Lane Map

Accounting

Customer

Order Entry

Sales

Supplier

Shipping

Customer Service

Customer Calls in order.

Customer Service sends e-mail to Sales

Sales person is assigned to order and delivers paper copy of order to Order Entry

Order is now entered into the company’s data base.

An electronic order is sent to the supplier.

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Swim Lane Map Key

Task

(Time)Decision?

Wait

(Time)

Handoff

Storage Location

• Every time you change lanes, there’s a handoff • With every handoff, there is almost always a wait• Putting information into storage requires a task and

file/store denoting the storage location• Subsequent tasks appear to the right of the prior task,

unless the task occurs simultaneously (e.g., meeting attended by multiple people).

• After you have finished mapping assign average times, or use worst and best case scenarios for each wait and each task.

• 90:10 Rule - When mapping, consider what happens the majority of the time. Don’t focus on the exceptions.

• Identify value added steps

Mapping Tips

Process Documentation Questions

1. What is the purpose of the process

2. Who is/are the end-user customer(s) for the process and what are/is their needs or requirements

3. What is the first step What is the next step, etc.

4. Do you use any physical or electronic forms for the step

5. On average, how long does it take to complete the step

6. What percent of information is complete and correct

7. Where does the information go from here

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Walk the Process

From the beginning…. …To the end

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Passing transactional tasks to another department of person

Handoff

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First Pass Yield (FPY): Percent of times that the information is accurate and complete

Missing or incomplete information

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A requested option was not included on the order form

• For someone to make a decision, do a task, etc.

• Assign the wait to the swim lane that is responsible for the wait

Waiting

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Reviewing employees’ work

Inspection

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Duplication

Multiple copies or locations for physical or electronic forms

Order Entry

Shipping Department

Sales

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System Requirements = No Value

• Entering information for the sole purpose of making the business system work.

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Characterize the process

1. What forms, tools, or systems does each step use?

2. How long does each task and wait take?

3. How many steps, waits, storage, handoffs, and decisions are there?

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Current State

Qty. Time

Tasks

Waits

Handoffs

File/Store

Decisions

Totals

% Change = (Current hours – Future hours)/Current hours) x 100

• [ ] % reduction in lead time • [ ] % reduction in task time

Process Data

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It took….44 Process steps

5 People involved8 Waits

1897’ of travel2-4 weeks to complete (lead / elapsed /

cycle time)69

Process Characterization

Create Current State Map

Page 70

Agenda – Day 2

• Review agenda, team norms, and check-in report• Complete current state map • Assign task and wait time; characterize process• Identify strengths and wastes (OFIs)• Provide training on the “ideal” process• Brainstorm ideas to improve the process• Debrief (Plus / Delta)• Sponsor check-in meeting

Theme: analysis & brainstorming

Current State

Qty. Time

Tasks

Waits

Handoffs

File/Store

Decisions

Totals

% Change = (Current hours – Future hours)/Current hours) x 100

• [ ] % reduction in lead time • [ ] % reduction in task time

Document Process Data

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Document Process Observations

Strengths• Where does the

process work well? • What are value-added

steps?

Weaknesses (OFI)• Where are the 7 wastes?1. Overproduction2. Waiting3. Transportation4. Extra processing5. Inventory6. Motion7. Defects* Underused creativity!

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Creating our Future State

• Is completed entirely by one person • Is completed one at a time (no batching)• Is completed as soon as the request is made• Is completed without interruption• Is completed with the information provided• Is completed correctly• It never returns

The Ideal Process

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Poor Information •Missing information

•Inaccurate information

•Assumptions

Barriers to the Ideal Process

Poor Information Flow• Hand-offs• Waiting• Poor sequence• Confusion on flow• Linear processing• Organizational structure• Information/Knowledge

silos76

• Can be the result of long lead times, and usually the cause of longer lead times (Catch 22)

• Require all information from the customer before the job launches (don’t enable bad behavior)

• Put in hard stops that don’t allow partial information (online hotel reservations)

Eliminate Missing Information

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• Use menus where a small number of choices exist• Only collect the information you need• Clearly define the information you need • Create a review process with the customer

before the job launches• Create and report on measurements for

information accuracy

Eliminate Inaccurate Information

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• Assumptions are usually the result of incomplete information, or information that does not arrive when it should

• Assumptions will usually add defects to the process

• Reduce the need for assumptions by getting the right information at the right time

Validate Assumptions

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• Reduce handoffs, which will reduce waits• Ask and challenge responses to “Can fewer

people perform more steps in process?”• Give permission for people to take on more

process steps.• Provide training to help people take on new

responsibilities.

Eliminate Poor Information Flow

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• Make sure clear, accurate information is gathered at the earliest possible step of the process

• Identify parts of the process that can be done at the same time (concurrent)?

• Document standard work and note exceptions to the typical process.

Eliminate Poor Information Flow

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• Structure/silos – do they know what I need….do I know what they need?

• Is control affecting the process. This is mine, you can’t have it?

• Is trust (you can’t be trusted to do this job correctly) an issue?

• Takt time

Eliminate Poor Information Flow

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• The average rate at which the customer requires the product or service (i.e. #/day or #/hour)

• Example: The finance unit receives 30 invoices to pay each day

Takt time

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• 7.5 work hours per day (450 minutes)• 30 invoices must be processed daily to avoid a

backlog (WIP)• To meet Takt time, 1 invoice must be

completed every 15 minutes (450/30)• In a single, linear process no step can take

longer than 15 minutes

Takt time example

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Average staff invoice processing time

Takt time=15 minutes

What does the chart tell you?85

Tracking Work-in-Process (WIP)

86WIP = Backlog

Days to process backlog

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• Use a video or group exercise to help the team prepare for thinking in the future - BHAGs

• Advise them to think of No or Low cost ideas– Embracing Change video and reflection

Preparing for Future State

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Improvement Strategies

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Handoffs and batching are common barriers to process flow

Brainstorming Guidelines

1. Defer judgment 2. Strive for quantity 3. Seek unusual and

wild ideas4. Combine and build

on ideas

Brainstorming Steps

• Record as many practical and wild ideas as possible that will remove wastes and move the process towards the “ideal”.

• Meet with one/two team members to come up with an unduplicated ideas list.

• Select 2 ideas that are most different or unique – ideas are recorded by facilitator.

• Select next 2 ideas that have not been stated – until all ideas have been recorded

Number each idea for easy reference when prioritizing

Affinity Diagram

Organizes LARGE GROUPS LARGE GROUPS of information

Into MEANINGFULMEANINGFUL categoriescategories

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Agenda – Day 3

• Review agenda, team norms, and check-in report• Evaluate and select improvements• Take Team photo• Map the future state process• Assign task and wait time; characterize process• Identify performance measures• Prepare an Action Plan• Debrief (Plus / Delta)• Sponsor check-in meeting

Theme: change

Prioritize Ideas

#

# #

##

####

##

Top Recommendations

(high impact + low difficulty)

Resource Intensive

(high impact + high difficulty)

Bad Ideas

(low impact + high difficulty)

Low Hanging Fruit

(low impact + low difficulty)

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#

##

Quick Win

Quick Win

Impact and Difficulty Matrix for prioritizing ideas

• As facilitator try to insure every task is value-added. Challenge the ‘this is what we do now’, with, “how do we want to do it”

• Make sure sequence contributes to getting good information as early in the process as possible

• Establish wait time based on what is reasonable, but aggressive and consistent

Future State Mapping Tips

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Future State Map

Page 96

Calculate Expected Improvement

Current State Future StateQuantity Time Quantity Time

Tasks

Waits

Handoffs

File/Store

Decisions

Totals

% Change = (Current hours – Future hours)/Current hours) x 100

• <> % reduction in lead time • <> % reduction in task time

Page 97

Develop an Action Plan

What Who When Resources

(Status*)1.

2.

3.

4.

* GreenGreen = on schedule, YellowYellow= slightly behind schedule, Red Red = significantly behind schedule

Page 98

• Include in your action plan how and when you will monitor performance.

• Have a strategy for identifying and resolving issues, including resistance

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Implement the Action Plan

Agenda – Day 4

• Review agenda, team norms, and check-in report• Finish up work from the prior day• If there is time:

– Identify project risks and prepare mitigation steps– Revise forms/templates– Prepare communication plan– Implement Quick Wins

• Prepare report out presentation• Rehearse report out presentation• Deliver report out presentation• Celebrate!

Theme: sustainment & sharing

• Show video

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Report Out Presentation Example

Post Event Facilitator Actions

• Give documentation to Team Leader (e.g., process maps, poster documentation)

• Send thank you/summary message – may include project documentation (e.g., project summary, process handbook, etc.)

• Conduct 30, 60, 90-day status reports with sponsor and team leader

• Create & enforce team ground rules • Provide just-in-time training• Reduce the project scope - if you need to• Prioritize ideas based on impact & ease of

implementation ($)• Provide snacks and have fun during the event! • Make the action plan accessible and easy to change • Manage resistance• Expect and plan for challenges• Hold yourself and others accountable • Reward and recognize people for bringing up issues

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Advice - Do Phase

• 30, 60, & 90-day status meetings with sponsor• Assess results and capture learning:

– Was the plan followed? (Yes or No) and Why?– Were desired results achieved? (Yes or No) and Why?

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Kaizen Event - Study Phase

Study 14. Monitor performance (results achieved?)

• Hold weekly or daily action plan status meetings• The sponsor should check to see whether the

action plan is being implemented• If the team runs into resistance or roadblocks the

sponsor needs to get involved – go to the Gemba (See, Ask, Lean, Show Respect)

• Monitor the demeanor of staff – are they energized or disheartened?

• Focus action plan discussions on yellow and red status tasks

105

Advice – Study Phase

• Adopt, adapt, or abandon the approach. • Document the future process and centrally store

process maps – transfer process sustainment to process owner

• Include in the action plan how and when you will review the process.

• At least annually revisit the process to assess opportunities for improvement (OFIs).

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Kaizen Event – Act Phase

Act 15. Adjust actions and sustain improvement

Document Standard Work

PROCESS PROFILE

Title: Date:

Department/Office: Owner:

Process Purpose/ Description:

Ideal Process / Desired Future State

Scope: (first and last step in process)

References: (applicable federal, state and district requirements/policies/procedures)

Customers: (from SIPOC Diagram)• Customer Requirements

Suppliers: (from SIPOC Diagram)•Supplier Requirements

Tool/Equipment Requirements Templates and Forms (inputs & outputs)

Process Map/Steps Roles and Responsibilities (RACI Diagram)

Glossary Training

Performance Measures: (2-3 success indicators)

107

• Sustaining improvement is often the most difficult part – make sure people do not slip back to the “old way of doing things”

• When results are not sustained:– Performance potential is not realized– Momentum is lost– Credibility diminished– Cynicism and frustration increases– Status quo prevails

• Expect to improve a process multiple times (3-5 times) to remove wastes and get closer to the “Ideal”

108

Advice – Act Phase

Kaizen Event Recap

109

Plan

1. Select the project (define the business issue/case)

2. Define project scope and goals (Project Charter)

3. Identify and prepare the team

4. Schedule kickoff/pre-work and event meetings and venues

5. Collect information and data and hold kickoff/pre-work meetings

Do

6. Map and characterize current state process

7. Identify process strengths and weaknesses (wastes)

8. Brainstorm, evaluate and select solutions

9. Map and characterize future state process

10. Define performance measures

11. Prepare an action plan, including “quick win” solutions

12. Prepare, rehearse and deliver report out presentation – Celebrate!

13. Implement action plan

Study 14. Monitor performance (were goals/desired result achieved?)

Act 15. Adjust actions as needed and sustain improvement

1. Visible and engaged management that communicates a clear business case and anticipated project impacts to staff who may be impacted by the project

2. Skilled event team leader and facilitator3. Clear, reasonable plan and schedule for the project4. Sponsor, team leader and team member commitment to improvement

and holding themselves and others responsible for follow through on assignments

5. Clear roles and responsibilities before, during and after the project6. Information/data is collected to understand the current situation and

inform decisions (may require pre-work before event) 7. Standard work is developed and disseminated (training provided if

needed)8. Supervisor holds team members responsible for complying with

standard work and manages resistance 9. Results are measured and evaluated10. Team leader and sponsor timely respond to problems and issues

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Project Success Conditions

• Swim Lane video• Mapping exercise• Team and group debrief

Mapping Exercise

111

• As new facilitators, co-facilitate with some one more experienced

• Don’t give up • Have fun, if you’re not having fun the team

isn’t having fun• Questions?

Parting Advice

112

Checklists, training PowerPoints, and other materials can be found on “Resources” tab at http://mn.gov/lean

Kaizen Resources

113

Plus / Delta

Plus Delta

•What did you like?

• What didn’t work for you (was difficult, unclear, etc.)?

• What changes should we make for the future?

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Stay Connected!

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• Minnesota Office of Continuous Improvement‒ Dept. of Administration, State of Minnesota‒ MN.gov/Lean | Lean@state.mn.us

• Mary Jo Caldwell |CI Director ‒ Office: 651.201.2560 | Mary.Jo.Caldwell@state.mn.us

• Cristine Leavitt | Lean Expert‒ Office: 651.201.2567 | Cristine.Leavitt@state.mn.us

• CI Users Group (MN.gov/Lean)