rapid improvement: how to change behaviors & get stuff done fast

Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST

WebinarSeptember 13, 2012

Founder: Karen Martin & Associates, LLC (1993).

Consultant / Coach: Lead Lean transformations & develop people in office, service and knowledge environments.

Teacher: University of California, San Diego’s Lean Enterprise program.

Author:

Karen Martin, Principal

Just released 2nd Edition October 2012

www.ksmartin.com

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1. Raise your hand – you will be un‐muted and can ask verbally.

2. Type your question into the question log.

Kaizen

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Kai = Change Zen = Good

Continuous Improvement

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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 OsterlingThe Kaizen Event Planner

Kaizen Event Outcomes• Standardized, waste-free work• Documented, measurable processes• Stronger working relationships• Deeper problem-solving skills• New mindsets, behaviors & habits

– Need fewer & fewer KEs as you progress with transformation

• Clearer roles between leadership and frontlines• Energized & engaged workforce

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Energy Crisis: Widespread Disengagement

© Karen Martin & Associates, LLC

Well‐executed Kaizen Events Engage the Workforce

Engagement Drivers: The Three C’s 

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Connection

CreativityControl

© Karen Martin & Associates, LLC

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Establishing the conditions for full engagement: The workforce designs how work should be done.

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Avoid “Drive‐by” 

Kaizen Events

© Karen Martin & Associates, LLC

Work: Degrees of Granularity

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Value Stream

Process Process Process

Step Step Step

Value Stream Map

In the Weeds

(Tactical)

Rooftop View

(Strategic)

Metrics-Based Process Map

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Who? Scope of Authority Means

Leadership “What has to happen” Value Stream Mapping

Frontlines “How it will happen” Kaizen Events, Just-do-its, and Projects

Improvement RolesSt

rate

gic

Tact

ical

Middle Management

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Value Stream Mapping

Kaizen Events

VSM Promotes Systems Thinking

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Individual Efficiency =    Sub‐optimization

System Efficiency = Optimal Value Stream 

Performance 

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Discharge ProcessProjected Results

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MetricCurrent

StateProjected

Future State%

Improvement

Lead Time 15.5 hrs 5.9 hrs 62%Process Time 150 mins 115 mins 23%Percent Activity 16% 32% 100%Rolled First Pass Yield 20% 70% 250%

Freed capacity --- 9,581 hrs= 5 FTEs ---

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5-Day Kaizen: Typical Structure

Day 1 & 2 (Plan)

Day 3 & 4(Do, Study)

Day 5 (Study, Adjust)

Kick‐offAnalyze current state Perform root cause analysisDesign future stateInterim briefingDesign & test improvementsObtain buy‐inInterim briefingFinalize improvementsTrain process workers & stakeholdersPresent resultsCELEBRATE!

Interim Briefings – Every Day or Two• Purpose

– Build consensus.– Assure a well-designed and sustainable improvement.

• Team’s role– Present findings & ideas.– Ask leadership for guidance (if needed).– Discuss relevant policies and concerns.

• Leadership’s role – no veto power.– Assures team has considered all options and thought

through all implications.– No veto power if team is within scope and boundaries.

• Instead: “Have you considered this?” “How would we handle…?” “What if…?”

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• Create charter• Handle logistics – space, food, 

gift of appreciation, equipment, supplies, etc.

• Schedule briefings• Communicate the event• Collect relevant data

Micro‐PDSA Cycle

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Detailed Steps

  1.  Define and break down the problem.

  2.  Grasp the current condition.

  3.  Set a target condition.

  4.  Conduct root cause & gap analysis.

  5.  Identify potential countermeasures.

  6.  Develop & test countermeasure(s)

  7.  Refine and finalize countermeasure(s).

  8.  Implement countermeasure(s).

StudyEvaluate Results

  9.  Measure process performance.

10. Refine, standardize, & stabilize the process.

11. Monitor process performance.

12.  Reflect & share learning.

Adjust

Do

Clarifying the PDSA Cycle

PlanDevelop 

Hypothesis

Conduct Experiment

Refine Standardize Stabilize

Phase

Continuous Improvement

New Problem

50‐80% of the total time

From The Outstanding Organization, Karen Martin (McGraw‐Hill, 2012)

Workforce Training

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51 62 73 84 95 10

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1234 Date:Date: Date:

Contact Information

Signature: Signature:

Name

FacilitatorValue Stream Champion

Name

Dates

Start & End TimesSpecific Conditions Value Stream

Champion

FacilitatorProcess Trigger

Kaizen Event CharterEvent Scope Leadership Schedule

Last StepFirst Step

Executive SponsorEvent Name

Team Lead Interim Briefings

Location

Value Stream

Event Drivers / Current State Issues Team Members

Final Presentation

Event Boundaries & Limitations Event Coordinator

Function

Event Goals and Objectives

Potential Deliverables On-Call SupportFunction Contact Information

Possible Obstacles Approvals

Signature:

Executive Sponsor

Workforce Training

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51 62 73 84 95 10

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1234 Date:Date: Date:

Contact Information

Signature: Signature:

Name

FacilitatorValue Stream Champion

Name

Dates

Start & End TimesSpecific Conditions Value Stream

Champion

FacilitatorProcess Trigger

Kaizen Event CharterEvent Scope Leadership Schedule

Last StepFirst Step

Executive SponsorEvent Name

Team Lead Interim Briefings

Location

Value Stream

Event Drivers / Current State Issues Team Members

Final Presentation

Event Boundaries & Limitations Event Coordinator

Function

Event Goals and Objectives

Potential Deliverables On-Call SupportFunction Contact Information

Possible Obstacles Approvals

Signature:

Executive Sponsor

Define Scope: Narrow & Deep

• Define fenceposts, conditions, and limitations.

• Gives the team “freedom with boundaries.”

• Charter communicates what the team does not have permission to do.

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Narrowing the Scope: Example

Order Fulfillment

Process

International

Domestic

Service Parts

Consumables

Units

Non-Warranty

Warranty

Service Parts

Consumables

Units

Non-Warranty

Warranty

Workforce Training

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51 62 73 84 95 10

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1234 Date:Date: Date:

Contact Information

Signature: Signature:

Name

FacilitatorValue Stream Champion

Name

Dates

Start & End TimesSpecific Conditions Value Stream

Champion

FacilitatorProcess Trigger

Kaizen Event CharterEvent Scope Leadership Schedule

Last StepFirst Step

Executive SponsorEvent Name

Team Lead Interim Briefings

Location

Value Stream

Event Drivers / Current State Issues Team Members

Final Presentation

Event Boundaries & Limitations Event Coordinator

Function

Event Goals and Objectives

Potential Deliverables On-Call SupportFunction Contact Information

Possible Obstacles Approvals

Signature:

Executive Sponsor

No more than 10!

Form the Kaizen Team

• No more than 10• Highly cross‐functional

– Process workers (30‐50% of the team)– Upstream suppliers (internal)– Downstream customers (internal)– Subject matter experts– Outside eyes– External suppliers / contractors– External customers– Administrative support (if needed)– Union representatives (if relevant)– Maintenance / facilities representatives– Management (limited representation)

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Department123456789101112

Executive Sponsor

Value Stream Champion

Facilitator First Step

Kaizen EventTeam Formation Worksheet

Event Name

Event Dates

Last Step

SubjectMatter

ExpertsProcess Workers

Downstream Customers

Upstream Suppliers

Role in Target Process

Work Group

No Involvement

or Impact

Workforce Training

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51 62 73 84 95 10

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1234 Date:Date: Date:

Contact Information

Signature: Signature:

Name

FacilitatorValue Stream Champion

Name

Dates

Start & End TimesSpecific Conditions Value Stream

Champion

FacilitatorProcess Trigger

Kaizen Event CharterEvent Scope Leadership Schedule

Last StepFirst Step

Executive SponsorEvent Name

Team Lead Interim Briefings

Location

Value Stream

Event Drivers / Current State Issues Team Members

Final Presentation

Event Boundaries & Limitations Event Coordinator

Function

Event Goals and Objectives

Potential Deliverables On-Call SupportFunction Contact Information

Possible Obstacles Approvals

Signature:

Executive Sponsor

Workforce Training

12 13 24 35 4

51 62 73 84 95 10

12 13 24 35 4

1234 Date:Date: Date:

Contact Information

Signature: Signature:

Name

FacilitatorValue Stream Champion

Name

Dates

Start & End TimesSpecific Conditions Value Stream

Champion

FacilitatorProcess Trigger

Kaizen Event CharterEvent Scope Leadership Schedule

Last StepFirst Step

Executive SponsorEvent Name

Team Lead Interim Briefings

Location

Value Stream

Event Drivers / Current State Issues Team Members

Final Presentation

Event Boundaries & Limitations Event Coordinator

Function

Event Goals and Objectives

Potential Deliverables On-Call SupportFunction Contact Information

Possible Obstacles Approvals

Signature:

Executive Sponsor

Facilitator Role

• Teacher• Coach• Motivator• Challenger• Provocateur• Obstacle eliminator• Mediator• Time keeper

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Typical Team Evolution

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Form

Storm

Norm

Perform

Bruce Tuckman, 1965

Adjourn (Mourn)

Preparation & Logistics

Activity Due Date Owner Comments

11 Finalize Kaizen Event charter and gain approval.

12 Distribute approved Kaizen Event charter.

13Review Event scope and determine which current state data and metrics needs to be collected and assign accountability (e.g. volumes, metrics, service levels, survey results, etc.).

14Identify potential functions / individuals that may need to receive training on the improvement process be trained during Kaizen Event and send notification email to them.

15 Prepare training materials for the event (including lean overview and relevant tools).

16 Identify potential on-call resources (people and/or supplies) and time commitment required of those resources.

17 Send communication to area staff, as well as "involved" internal customers & suppliers, advising of upcoming Kaizen Event.

18 Post Kaizen Event charter. Solicit improvement ideas from stakeholders (include upstream and downstream workers, too).

19 Follow-up with people who haven't RSVP'd re: their participation.

20 Schedule senior leadership representation for event kick-off.

Planning ChecklistEvent Name

Event Start Date

Executive Sponsor

Value Stream Champion

3 Weeks Prior4 Weeks Prior

Facilitator Coordinator

Kaizen Event

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• Kick off• Thoroughly 

understand the current state (including root cause analysis)

• Determine appropriate countermeasures

Micro‐PDSA Cycle

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Rules of Engagement• The team starts and ends the day together and breaks

together; being on time is critical.• The team stays 100% committed and 100% focused.

– No interruptions.– All wireless devices on silent mode or off. No vibration.– No email except for during breaks.

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

• Challenge everything; seek the wisdom of ten vs. the knowledge of one.

• Rank has no privilege.• Finger-pointing has no place.• No silent objectors; don’t leave in silent disagreement;

respectful disagreement is encouraged.• Use creativity before capital.• What’s said in the room stays in the room.

Current State Documentation Options

• Go to the gemba! – OBSERVE• Review Performance data• Draw Spaghetti diagrams• Documentation / job aid review• Videotape / photos• Worker interviews• Work samples• Metrics-Based Process

Mapping (MBPM)

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Metrics-Based Process Mapping

Root Cause Analysis

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Do you THINK or do you KNOW?

PACE Improvement Prioritization Grid

Low HighAnticipated Benefit

Ease

of

Imp

lem

enta

tion

Difficult

Easy

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7

513 4

23

1

228

9

2

10

16

11

6

12

14

19

15

173 21

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© Karen Martin & Associates, LLC

Kaizen Event –Focus on “Easy” & High Benefit Improvements

Building a Lean Enterprise

Process Stabilization 

Tools

Flow‐Enabling Tools

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• Assess results What do others think? Does the improvement solve 

the problem? Does it need to be tweaked?

Micro‐PDSA Cycle

Standard Work Job Aid Criteria

• Simple

• Visual

• Physical

• Posted at point of use

• Created by people who do the work and tested by others

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Standardize & Error-Proof

Checklists assure all critical tasks are done within 

defined timeframes

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• Refine as needed• Implement (train 

staff)

Micro‐PDSA Cycle

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Implementation = Training

• Why training– Communicate new process– Distribute new procedures, aids, tools, etc.– Create confidence & competence among workers– Build sustainability

• Potential training audience– Workers and their supervisors / managers– Downstream customers (if impacted by change)– Upstream providers (if input they provide will be changed)

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 / TrainingRequirement

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 Lead30-Day Audit Date

"Go Live" Location60-Day Audit Date

Sustainability PlanExecutive Sponsor

Value Stream ChampionFacilitator

Event Name

Communicate process performance measurement plan.

Sustainability Plan

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 / MeasurementRequirement

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.

Proper Process Management Assures Sustainability & Continuous Improvement

• All processes MUST have a process owner.– Closer than farther from the work.– Recognized as having the authority to lead

improvement.• 2-5 KPIs for every major process.• Frequent measurement.• Visual display of the results.• Relentless pursuit of problems and/or “raising

the bar” (continuous improvement).

49© Karen Martin & Associates, LLC

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Owner Owner's Manager Due Date

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Value Stream ChampionFacilitator

Progress

Event Dates

Team Lead

Action Item

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Comments

Kaizen Event30-Day List

Event NameExecutive Sponsor

Spell-check Sheet

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3

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100% Complete

Progress Key

0% Complete

25% Complete

50% Complete

75% Complete

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Karen Martin, Principal7770 Regents Road #635

San Diego, CA 92122858.677.6799

ksm@ksmartin.comTwitter: @karenmartinopex

Blog and/or newsletter: www.ksmartin.com/subscribe

Just released! 2nd Edition October 2012

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