Linda Linnus, MA / LSSBB / ISO 9001asqpalmbeach.org/pdf/180116KaizenWorkshop.pdfKaizen Office example ~ movie clip from the “Pursuit of Happyness” ... Kaizen is a rapid focused

ASQ Joint Dinner Event 1510 & 1515

Tropical Acres Restaurant

Ft. Lauderdale, FL 33312

January 2018

Linda Linnus, MA / LSSBB / ISO 9001

How to pronounce it?

A really famous sports car has the same problem!

https://www.youtube.com/watch?v=hyc96YnwGD4

Do you pronounce it Kaizen or Kaizan? Which is it?

https://www.youtube.com/watch?v=_EbZhR9pJSE

https://www.youtube.com/watch?v=hyc96YnwGD4

https://www.youtube.com/watch?v=_EbZhR9pJSE

This Kaizen training includes three separate topics

• Kaizen Overview

• When to choose Kaizen over Lean or Six Sigma

• Kaizen Approaches

• Team selection

• Principles

• Lean Tools and Techniques

• Action Plan

• Facilitation skills

• Leading Teams

• Idea Generation & discussion

• Tool selection

• Overcoming roadblocks

• Project Mgmt.

Part 1 - Overview Part 2 - Execution Part 3 - Facilitation

• Preparation and Execution deep drive

• Detailed Pre-Planning and Research phase

• Execution Roadmap

• Post Kaizen steps (e.g. Report out)

Today’s “WHAT” -- Kaizen Overview

• When to choose Kaizen

• Pre-Planning

• Execution

• Post Follow-up

Kaizen Office example ~ movie clip from the “Pursuit of Happyness”

https://www.youtube.com/watch?v=B-VGN4ZmoxU

https://www.youtube.com/watch?v=B-VGN4ZmoxU

• Structured approach to problem solving

• Bias towards action – the output of a Kaizen is an actionable plan for changing an existing process

• Based on the philosophical belief that everything can be improved

• A select team work a problem within a short amount of time

• Applies to all processes, even those that cross organizational boundaries

Kaizen is a rapid focused application of Lean principles to reduce waste and improve a process

What is a Kaizen?

Kai = Good Zen = Change

Understand Six Sigma, Lean, and Kaizen methodologies in order

to create an effective business improvement strategy

When should we choose Kaizen?

When should we choose Kaizen?

Organization’s

Objective/Situation

LEAN / Kaizen / or Six Sigma ???

Quick results LEAN projects typically take 1-3 months

Focused on reducing costs LEAN or Kaizen – identifies waste resulting

in reduction in non-value added process

steps, which will reduce overall costs

associated with a process.

Reducing defect rate on

customer deliverables

Six Sigma – eliminates defects by definition

of 3.4 defects per million opportunities

Reduce variation in process

and/or output

Six Sigma – reducing variation from a

process

Limited data analysts or trained

experts capable of carrying out

data analysis

LEAN or Kaizen require far less data and

minimal statistical analysis

Targeting an IPO (Initial public

offering – i.e., purchasing a new

solar site) in the near future

LEAN – less costly and faster method to

deliver results

Is it a Six Sigma, Lean, Lean Six Sigma or Kaizen

problem? So….When should we choose Kaizen?

Understand Six Sigma, Lean, and Kaizen methodologies in order to create

an effective business improvement strategy

JUST DO IT!

Use Project management and

change management principles

CROSS -FUNCTIONAL TEAM

PROJECT

Utilize change management

principles, Six Sigma and Lean

Tools

LEAN / KAIZEN

Utilize change management

principles and Lean tools

SIX SIGMA PROJECT

Use change management

principles, DMAIC or DFSS

methodogies

Less Complex More ComplexU

nko

wn

Kn

ow

n

Let’s Get Started!

To Kaizen, or not to Kaizen ~ that is the question…

• Is the scope narrow enough for a Kaizen event?

• Is the problem/situation linked to the strategic plan?

• Is the data readily available?

• Have the process owner(s), stakeholders, subject

matter experts been identified?

• Is the process highly visible to staff or customers?

• Does the project have a high probability for

success?

What is the difference between a Workshop, Blitz & Event?

Activities Kaizen Blitz Kaizen Event

1 to 2 months

prior

Perform Needs Analysis – Determine which approach is needed

GEMBA - Go See

Time Frame 1 - 2 days 3 - 5 days

Scope Smaller scale problems Larger more complex problems

Pre- Kaizen Meet with Sr. Leadership

Develop Team Charter

SIPOC

Current State Map

Data Collection & Analysis

Select Team Members

Identify / Interview SMEs

Select Activities for Event

Team Training

Kaizen Review VOC requirements

Map Future State

ID improvements

Create Action Plan

Daily out-briefs / Report outs

Create Plan for follow-up actions (BLITZ ONLY)

Post Kaizen Track action items and primary metric

Status reporting

30 / 60 / 90 Day follow-ups

» Identify an opportunity

» Analyze the process

» Develop an optimal solution

» Implement the solution

» Study the results

» Standardize the solution

» Plan for the future

A Kaizen event is a process focused improvement method

Iteration is the continuous repetition of an operation or procedure –

hence the term “continuous improvement”…

» Hold Pre-Planning Meetings

˃Map it out:

+ SIPOC

+ Current State

» Obtain agreement with potential Sponsor and Process Owner on process maps

SIPOC The First “Go-To” Process Map

» Develop and distribute a schedule prior to the actual Event˃ List Days

˃ Time slots

˃ Activities

˃ Lunch

˃ Include morning prep meetings and end of day daily summary briefings

˃ Final

» Once developed STICK TO IT!

Pre-planning the Kaizen Event

» Define ( Prep one month prior to event)˃ Clearly define the Kaizen objective

˃ Select team members, perform logistics, notifications, data collections, and prepare project charter

˃ Create Current State (“as is”) process map

» Measure (Collect baseline current state data one month prior or first day of event)˃ Create or validate the value-stream map including a

resource flow layout for all the process (people, paper, material, information)

˃ Carefully observe, then collect needed metrics for tasks or steps in the selected process

Kaizen Mirrors the DMAIC Framework

» Analyze (Mid-Event)

˃ Quickly validate root causes and identify sources of waste

˃ Review waste elimination techniques, then brainstorm process improvements for eliminating non-value added tasks and reducing variation

» Improve (Mid-Event)

˃ Map the ideal state and / or future state process (see next page)

˃ Test the improvements, if possible, then fine-tune to ensure the process is capable

˃ Create action item list to accomplish improvements

» Control (Post Event)

˃ Create Standard Operating Procedures and training for employees

˃ Present results to Management Team for immediate approval

˃ Complete follow-up, monitor results over time

Kaizen Mirrors the DMAIC Framework

Kaizen It Is ~ So Let’s Get Started!

• Draft a Problem / Goal statement

• Select Key Attendees (process owner, stakeholders,

subject matter experts)

• GEMBA – go see, observe, and ask process users /

customers questions

• Research, verify, and validate information

• Determine data collection plan

• Collect baseline data (current state performance)

Establishing a Code of Conduct at the beginning of Kaizen

Events fosters openness, innovation and teamwork

TEAM = Together Everyone Achieves More!

1) Turn off / tune in – it is a FAST rollercoaster

ride

2) Management is visible to support

3) There is no rank among team members

4) Be open minded – no agendas

5) Respect each other

6) Stay on task and on time

7) Foster a positive attitude

8) Encourage participants to ask questions

and actively participate

9) Think of “out of the box” ideas -

go for Quantity

Walk the process to gain a high level understanding of the flow, inputs, outputs and current opportunities

• Interview SMEs

• Ask open ended questions

• Build SIPOC and Process Map based

on real-time observations

• Document issues and opportunities

Conduct data analysis to understand current trends and identify potential root causes

• Analyze the data

• Look for trends and

opportunities

• Define measurement

targets

• Use statistical tools to

validate current data

(Run charts, Pareto,

Hypothesis Testing,

Regression)Source: HR DirectInitials: LKL8-19-2016

» Helpful in setting goals for the Kaizen

» Collected to document current state process performance

» Process & Output indicators measure performance

» Essential in identifying a process performance gap

Planning and Preparation Phase

» The business case can be defined as a discrepancy

between our customer's expectations and/or

requirements and actual process performance.

» Identify the performance gap?

» Examples of a business case for a Kaizen include:˃ Reduce lead times

˃ Increase delivery performance

˃ Eliminate scrap

˃ Reduce inventories

˃ Increase capacity

˃ Eliminate bottlenecks

˃ Reduce changeover time

˃ Reduce machine failures

˃ Quality improvements

Planning and Preparation Phase – Identify the Business Case

» Quantify the gap – is it measurable?

˃ Example: Time, Money, Defects

» Does the Business case align with the organization’s

strategic goals and objectives?

˃ Example: Safety, Quality, Delivery, Cost

» How much can the process be improved?

˃ Is the process capable of improving at a target of at least 50%?

» Define Scope - SIPOC

Planning and Preparation Phase – Set Goals

» Identify key process Stakeholders

» Set maintenance support to cover Kaizen needs

» Create a Communication Plan with Stakeholders

» Set labor to cover customer needs during the Kaizen or work ahead

» Adjust work scheduled of selected area during Kaizen

» Create a Response plan aka a “recovery” plan to be implemented if necessary after Kaizen improvements fail

Planning and Preparation Phase

Kaizen preparation is critical for the success of the event

Conduct pre-planning meetings with all Stakeholders

to develop the Charter with your team - include the

following:

• SIPOC

• Problem Statement

• Project Goals

• Attendees

• Scope

• Timeline

• Project Sponsor(s)

• Data Sources

» Planning and Preparation phase+ Identify the business case

+ Set goals & define scope

+ Select the team

+ Collect baseline data

+ Plan activities for the Kaizen Event

» Holding the Kaizen Event

» Implementing improvement during Event

» Report out (or call it Out brief?)

» Follow-up on remaining open Action Items

EXECUTE

Kaizen preparation is important for the success of the event

8 6 4 1

o Define problem

o Identify scope

o Select participants

o Create charter

o Identify metrics

o Select event dates

& location

o Forward “Save the

Date” meeting

invite to attendees

o Collect data to

understand current

performance

o Interview SMEs

o “Walk the

process”/ GEMBA

o Determine

objectives (SMART

goals)

o Confirm Event date

and time with

attendees

o Meet with core team

to review data

o Finalize data

analysis

o Present initial

findings to sponsor

o Establish meeting

agenda for Kaizen

event

o Inventory required

event materials

(sharpies; post-its;

flip charts, etc.)

o Forward an Event

calendar reminder

o Arrive early to

setup room &

test presentation

equipment

o Establish flip

charts for

“Parking Lot”,

“Action Items”

o Help team create

a Code of

Conduct

o Designate roles

for individuals

Event Day Post KAIZEN

o 30/60/90 day

check-in

o Lesson learned

o CELEBRATE!!!

o Measure the

effectiveness of

improvements –

did the team

accomplish

what they set

out to do?

Weeks Prior to Event

6 to 8 weeks 4 to 6 weeks 1 to 4 weeks

4+1+

27

Kaizen Pre-work Prep Phase

• Draft a Problem / Goal statement

• Select Key Attendees (process owner, stakeholders,

subject matter experts)

• GEMBA – go see, observe, and ask process users /

customers questions

• Research, verify, and validate information

• Determine data collection plan

• Collect baseline data (current state performance)

Review the agenda with the team to illustrate the day’s activities

• Introductions

• Designate Roles (Parking

Lot, Timekeeper)

• Develop Code of Conduct

• Review VOC

• Validate Customer

Requirements/Expectations

• Create and review Current

State vs. Future State

process maps

• Brainstorm solutions /

identify opportunities for

improvement

• Review Data Analysis

• Create Action Plan

The team leader should choose the appropriate tools that best suit the problem being addressed

Do we use ALL the Lean tools?

No - we pick and choose the most appropriate ones!

Lean Tools:

• Value Stream Mapping

• Value Added vs. Non-Value added vs. Business Value Added

• 8 Wastes (TIMTWOOD)

• 5s (aka 6s&7s)

• Process Mapping

• Fishbone / Root cause Analysis

• Brainstorming / Affinity Diagrams

• Poka Yoke (aka Mistake Proofing)

• Visual Management

• Standard Work

• Provides a visual sequence to the process activity

steps

• Identifies who is responsible for each activity step

• Uncovers costly errors resulting in rework

• Allows the team to designate activity steps as:

• value add (VA),

• business value add (BVA) and

• non-value add (NVA)

“We don’t know what we don’t know, and we won’t know until we map the out the process…” – Dr. Mikel Harry

Identifying NVA & VA (Waste)

Customer Need Business Need Waste

Value Added Value Enabling Non-Value Added

Current Process

Lean Process

Customer Need Business Need

Value Added Value EnablingWASTE

To lean out a process – identify waste and remove it!

http://images.google.com/imgres?imgurl=www.plymouthmosquito.com/garbage.jpg&imgrefurl=http://www.plymouthmosquito.com/homeo.htm&h=221&w=162&prev=/images?q=garbage&svnum=10&hl=en&lr=&ie=UTF-8&oe=UTF-8

32

All activities in any process fall into one of the following categories:

Value-Add (VA) – No waste

Value-add activities must meet allthree criteria. They must:

1. Add form, features or function to a product or service –physically change it

2. Be done right the first time AND

3. Be something the customer is willing to pay for

Business Value Add (BVA) –Waste we are willing or required to live with

Activities that are required for financial, legal, or other business reasons. Often called value enabling activities

Non-Value Add (NVA) – Pure waste

Everything else!

Value-Added Activities

At least 75%-90% of activity in most processes is waste

What distinguishes Value-Add from Non-Value Add?

Value Stream mapping is a tool used to show how activities, materials, information, and “value” flow to the customer

• Once all potential root causes are identified on the fishbone, circle or highlight the most likely root causes for further analysis

• To determine most likely root causes, look for causes that:‒ Are repeated throughout the diagram

‒ Make sense to the individuals who have the most experience with the process

‒ Appear to have a substantial impact on the problem

‒ Were found as causes to problems in other areas

‒ Were identified through other data or process analysis

Process Improvement – Determine Root Cause

Trust your team’s instincts ~ then validate!

» Use data analysis, process analysis and fishbone

analysis combined to find and verify the root cause of a

problem

» Summarize your results using a simple Root Cause

Verification Matrix

Process Improvement – Determine Root Cause

Which Potential Roost Cause to Choose?

• There are a variety of Countermeasure Matrix templates

• A countermeasures matrix can also be used to help select the

appropriate improvements to implement

• It is used to organize potential countermeasures and evaluate them

based on predetermined criteria that are important to the decision

making process

• Also see Solution Selection Matrix

» When it’s time to implement the solutions generated in the

Kaizen Event

» Start with an Ideal State process map

˃ Simply take the "Current State" functional map or VSM and

eliminate non-value adding events

˃ Provides a benchmark of what could be possible and

encourages out-of-box thinking

» Then create the proposed Future State process map

˃ Bridges the gulf between the current and ideal states

˃ Incorporates the realities of technical

limits, budgets and time

˃ Documents how the solutions will be

implemented in the new process

» If possible, take the initiative to close out any Action Items as

soon as they are identified

We found the root cause to our problem, now let’s create a Future State Map

MUDA – Japanese word for waste [see APPENDIX “A” for TIMTWOOD examples of waste]

The 8 Deadly Wastes

T Transportation

I Inventory

M Motion

T Talent (Intellect)

W Waiting

O Overproduction

O Over-Processing

D Defects

Process Improvement – Identify and Eliminate the Waste

5s is a Lean tool used for workplace organization

5

Sustain

1

Sort

2

Set in

Order

3

Shine

4

Standardize

A place for everything ~ AND everything in its place

5s also has a 6th & 7th S – Safety & Security

SET IN ORDER

SHINE

STANDARDIZE

SECURITY

SUSTAIN

STORAGE / PLACEMENTCOLOR CODING SYSTEM ISLE MARKERS

It’s all about Visual Management

Carbon Monoxide

MonitorGarage door

sensors

Gas Pump (Regular

vs. Diesel)

Poka Yoke is an error proofing method to improve processes

We See Examples of Poka Yoke Everday

Tool shadow board Equipment box

casingTool box casing

Shadow Boarding our work tools makes us and our processes better, faster, more efficient!

Inventory Control at a glance

Why would we apply 5s to our electronic folder structure?

“BEFORE” electronic document folder structure

So we can increase accuracy and efficiency

2nd Drill Down

By Month

1st Level Drill Down By Year

FINALLY 3rd Drill Down

By Sub-Report Data

Now let’s look at “why our process is having problems”? Let’s use the KJ Analysis…

Kawakita Jiro (inventor):

1. Identify what you are trying to

achieve

2. Team members write all ideas

on 3" x 5" cards or Post-its

3. Key principle - everyone

works together in silence

4. After all ideas are exhausted

individuals then group similar

ideas together

• Members are allowed to

move post-its – even if it

is someone’s idea else

5. Once team members stop

adding or moving ideas into

similar groups stop to

discuss how to group them

under header/categories

EXAMPLE:

Completed Affinity

Diagram of a

company’s exit

interview process

• Uncovers potential root causes of a specific issue or

failure within a process

• Identifies potential factors causing an overall effect

Root Cause Analysis – It’s all about the 5 “Whys”….

Leading Kaizen Teams

Have you ever worked on a project team?

What are the characteristics of an effective

project team leader?

» __________________________

» __________________________

» __________________________

» __________________________

» __________________________

TEAM – Together Everyone Achieves More!


“Informal Authority” is the ability, without formal position of power, to

inspire people to willingly follow your direction

In the Define phase of your project, initiating and planning are

used to develop the project charter


Initiate

• Identify stakeholders

• Interview stakeholders

• Document project scope

Plan

• Plan a risk-management strategy

• Create a project schedule

• Develop a communication plan

Focusing on these process group activities will guide you through

Measure, Analyze, Improve, and Control phases to project completion


Execute

• Create a cadence of accountability

• Hold performance conversations

Monitor & Control

• Report project status

• Manage scope change

Close

• Document lessons learned

• Close the project

» Strong facilitation skills are critical to engaging all the participants and getting the most out of a team event

˃ Prepare for the event: Place, time, materials

˃ Get the right people involved

˃ Set expectations: Goals, objectives, scope

˃ Establish and enforce ground rules

» A facilitator’s role is to facilitate the outputs from the team – not to have all the answers themselves

» Facilitation takes practice – build opportunity for feedback into your events


How is facilitation different from managing or leading a team?


ANYONE who touches the process!!!

Who should attend the Kaizen event?

• Subject matter experts

• Process owner(s)

• Additional process Stakeholders

• One or two front-line workers (individuals that

perform the process on a regular basis)

• An outside novice (a “None” - someone unfamiliar

with the process) if applicable

• A facilitator from outside the functional area with

Kaizen experience to prevent that individual from

unconsciously steering the event in a particular

direction

» Effective Meetings require good facilitation and planning

» Be sure to answer these questions:˃ Do you really need a meeting? Is there a clear purpose/goal?

˃ Do you have the right size and group of people?

˃ What is the right meeting duration? Shorter is better

˃ Who will facilitate? It is not always the project leader

˃ What are the ground rules? (Follow them)

˃ Is there an agenda? (Follow it)

+ Send it out ahead of time, if possible

+ Follow up with meeting minutes that include clearly stated

action items with names and due dates for completion

+ Delegate this task if needed


Publish agenda and minutes for all to see

• Team Meetings

• 1st Meeting (Share the Vision): Sponsor Kick Off

Review Project Charter

Set Expectations

• Subsequent Meetings: Follow the PowerPoint template - continually update it

Work on team activities

Make sure to schedule time appropriately

Updates – 30 min to 1hr

Team activities – approximately 3-4hrs (see next page)


Team Activities

SIPOC

Customer requirements

Data collection (Clean & Audit)

Process mapping

Fishbone

C&E

FMEA (before and after)

Countermeasure brainstorming

Individual Activities

Updating the project template

Scheduling meetings

Meeting agenda & minutes

Stakeholder Analysis

Minitab charts and tests Graphical Summary

Control Charts

Capability Analysis

Hypothesis Testing

Control Plan

NPV – Net Present Value


Delegate – you don’t have to

do all the work!!!

» Effective leaders value the styles of all the team

members

» Understand and leverage the various styles on your

team


Contributor Collaborator Communicator Challenger

• Task-oriented,

sets high

standards

• Goal-directed,

wants clear

vision / mission

• Process-focus,

good listener and

facilitator

• Question-

focused, speaks

up, honest

• Values data, likes

to provide

expertise

• Team player,

open to new

options / ideas

• Likes casual

comfortable

environment

• Risk taker, not

afraid to disagree

• Dependable,

organized,

efficient

• Cooperative,

flexible, giving

• Considerate,

encouraging,

helpful

• Candid,

outspoken,

truthful

» Weekly meeting with your QDL – to stay on track

» Weekly / bi-weekly meetings with your team – to get the work done

˃ Delegate to team members

˃ Hold others accountable

» Follow the Project Template – it’s your roadmap

» Have your Sponsor/Champion kick-off your first team meeting and conduct regular tollgate reviews with them to keep them engaged and abreast of the team’s progress

» Update Journal entries in on a regular basis showing your progress

˃ Tip: Set a weekly Outlook reminder to update Journal


• Commitment to team goals

• Roles and relationships are clear

• Task-Oriented behavior –Teamwork

• Committed to performance

• Strategic focus

• Self-Oriented Behaviors

• Purpose is clear, relationships blurry

• Getting to know the team

• Roles & purpose may be unclear

• Set ground rules

1. Forming

2. Storming

3. Norming

4. Performing


Effective teams don’t just happen, they take planning, developing,

and managing

5. Adjourning

Assign one stage per team

Using the slides on the next 5

pages as reference:1. What team behaviors are

present at that stage (draw

from your experience as team

members)?

2. What challenges were

present?

3. How did the team manage

through the stage?

Discuss for 10 minutes and

prepare to report your

findings to others


Team Exercise

Have you seen these stages

in team activities?

• ‘Uncertainty’ & ‘Politeness’

• Provide a framework for the

team meetings:• Assist in task and role

clarification

• Use team members

strengths and learn about

their working styles

• Share information and

encourage members to ask

questions of one another

• Agree on ground rules


1. Forming

1. Forming

2. Storming

3. Norming4,

Performing

Transition stage - from individual to team member focus


2. Storming

• ‘Conflict’, ‘Alliances’ &

‘Positioning’

• Focus on common goals

and objectives• Approved project charter:

project description,

objectives, scope, key

performance indicators

and milestones

• Drive decision making

process

• Encourage joint problem

solving

1. Forming 2. Storming

3. Norming4.

Performing

Self-directed behaviors take away from focus on shared project goals

• ‘Stable’, ‘Organized’ &

‘Team responsibility’

• Teach and show process

leadership

• Keep team moving

forward towards project

completion

• Celebrate actual progress

and achievements

• Talk openly about issues

and concerns


3. Norming

1. Forming2.

Storming

3. Norming

4. Performing

Team is now able to make real progress toward the project goals

• Team members are in sync

• Continue to challenge the

team and have the team set

aggressive goals

• Focus on completing the

project and delivering

expected results


4. Performing

1. Forming 2. Storming

3. Norming4.

Performing

Team displays task-oriented behaviors and gets high quality work done

• Team shares and briefs

improved process

• Bittersweet sense of

accomplishment mixed with

some reluctance to end

• End of positive note• Recognize accomplishment

• Celebrate group success

• Maintain relationships with

project team members


5. Adjourning

1. Forming2.

Storming

3. Norming4.

Performing

Team completes all project work and celebrates success!

5. Adjourning


Follow the GRPI model

to promote team

success

What activities take place after the Kaizen event?

The Action Plan created should include:

• Specific Action items with detailed milestones

• Identifies POC (point of contact)

• Un-resolved action items

• Target Due Dates

• Final results

• Actual Completion Dates

• A structured communication plan:

• Schedule re-occurring meetings to track action items

• Conduct 30/60/90 check–in with Project sponsor

Be sure to track the primary metric!

» Hold Daily and Final Report Outs - Report Outs tell the story about how the team progressed from the Define phase through to Improve

˃ Usually delivered by the Kaizen team to leadership on the last day of the event

» Informs local management and Project Sponsors of workshop findings and solicits approval to proceed with implementation plans

» Formalizes expected results and clearly communicates ownership of open action items and ensures sustainment of improvements

» Provides the opportunity for management to publicly congratulate team members and express appreciation for their dedicated teamwork

Report Out to Team Participants and Sr. Management

This is a good time to obtain management approval to

implement improvements

» Create a detailed Action Plan listing the following:

˃ Issue to resolve

˃ Improvements / Control measures to implement

˃ Responsible persons name and job title

˃ Target due date for milestone

˃ Current status with details (i.e., In progress or Completed)

˃ Actual completion date

˃ Verification of completion (by who and when)

» Ensure each team member and Sponsor receive a copy of the Action Plan based on pre-determined schedule for status reporting

» Follow-up on past due Action items

» When needed get Sponsor involved to remove any obstacles or barriers

» When completed celebrate with the entire Team!

Follow-up and Follow Through

The Kaizen is not over until all Action Items are completed

Remember these two important points….

Improvements made today can always be improved upon

tomorrow and failures are lessons learned

May the FORCE be with you and remember to…

OPEN FORUM Q & A

»TIMTWOOD – helps identify process activities that do not increase the value of the product or service but only increase cost

˃ Examine items that impact:

+ Process Flow

+ Material Flow

+ Information Flow

APPENDIX “A”

APPENDIX “A”

8 Types of Waste

T Transportation

I Inventory

M Motion

T Talent

W Waiting

O Overproduction

O Over-Processing

D Defects

» Unnecessary movement of things in the process

increases risk of damage or loss

» Examples:

˃ Unnecessary movement of paperwork and equipment

˃ Often linked to poor office/work-site layout

˃ Using Internal Mail / Fax to hand over work to

colleagues

˃ Moving supplies to warehouse that will later be sent to

customer

˃ Copying data from one system to another

APPENDIX “A”Process Improvement – Identify the Waste

» Storing unneeded items for later use.

» Inventory ties up money, uses valuable working space, and increases the risk of obsolescence and/or damage

» Examples:˃ Extra brochures are printed ‘just in case’ we need

them

˃ Stationary is ordered annually and stored

˃ Piles of ‘Work In Progress’ exist between process steps

˃ Physical storage of completed documents

˃ Multiple instances of data exist. If it needs to be updated, then needs to be done in multiple locations


» Unnecessary movement of people increasing time,

frustration, and risk of injury

» Examples:

˃ Inefficient office layout, work teams not co-located

˃ Client files moved to storage while still being used

˃ Only one copier on each floor

˃ Searching for wrench in a work cell

˃ Shuffling papers around the desk to find a form

˃ Information that is keyed or captured is not used

˃ Meetings, phone calls, emails, etc. are a result of

miscommunication


» A visual drawing of the actual

Product, Paper , People, and / or

Equipment work flow

» Use a spaghetti diagram to record

transportation of goods and/or

motion of people to find

opportunities to eliminate waste

» For clarity, use a different line type,

line color, or separate map for

each object tracked


Source: GRS Crane field set up process

• Underutilization of a worker's knowledge and

talent

• Being employed in the wrong position

• Employee does not receive necessary training

• Employee does not receive necessary equipment or tools

• Underutilization of people’s skills and abilities

» Examples:˃ Overlooking or not knowing about expertise within the

organization

˃ Ignoring suggestions of co-workers in the process

˃ Micromanaging people’s work


» Inability to perform work due to

unavailable inputs from suppliers

» Examples:˃ Colleagues not able to perform work as system is

down

˃ Only one piece of equipment (fax) available for

department – often in use

˃ Waiting (delays) for decisions before being able to

continue work

˃ Waiting on batch report to process payroll


• Producing more than is needed or required and

producing earlier than required

• Overproduction ties up working capital and

hides process and quality problems

» Examples:

˃ Process produces defects, so output is

increased to ensure we produce enough

quality items

˃ Running or creating reports that are never

used


» Too many steps in a process

» Process steps that add no value to the process or make the process harder than it needs to be

» Examples:˃ Repeat entries of the same information by different people

˃ Information is requested/sent (email everyone when not required)

˃ Performing work that goes beyond expressed specifications

˃ Requiring multiple unnecessary reviews or approvals


» Errors that result in a product or service

that does not meet customer

expectations. Defects include the waste

of rework and correction.

» Examples:˃ Errors in process are allowed to move to the next process

step without finding preventive solution

˃ Orders are checked 5 times before sent to the customer

˃ All orders are 100% checked vs. sampled

˃ Wrong forms used

˃ Repair parts not to specification


» Remember TIMTWOOD

» Provide an example of each type of waste in your business:

T _____________________

I _____________________

M _____________________

T _____________________

W _____________________

O _____________________

O _____________________

D _____________________