Kaizen ProcessInsuring You Achieve Expected Results

ASQ Orange Empire Section Quality Day 2017

Ed Matthews, MBA

Certified Lean Master, CSSBB, CMQ/OE

Agenda

• Defining Kaizen

• Leadership / Roles & Responsibilities

• Charter

• Planning for Kaizen Event

• Event Execution

• Event Follow-up

Kaizen: What is it?

• Translation: Change for the good

• Types of Kaizen

• Just ‘do-it’ – quick minor changes / adjustments to a process step

• Change in method – tool, material – requires review and approval

• Major Change – requires a team and project plan

Event Leadership

• Executive Sponsor

• Value Stream Leader / Champion

• Kaizen Event Facilitator

• Team Leader

• Event Coordinator

• Stakeholders

• Workers

Event Facilitator

• Event Planner

• Project Manager

• Teacher

• Motivator

• Mediator

• Technical Skills

• Authority

• Personality

• Objectivity

Kaizen Charter

• Identify the Process the Kaizen Team will Make Improvements

• Why are the Improvements Needed?

• What is the Goal of the Improvements = measurable

• Boundaries of the Kaizen Event

• Potential Barriers / Obstacles

• Team Membership – who will be involved – cross functional

• Training for the Team – Communication of Purpose and Training

Kaizen Charter

• Accountability & Responsibility

• Event Scope

• Logistics

Workforce

Training

1

2 1

3 2

4 3

5 4

5

1 6

2 7

3 8

4 9

5 10

1

2 1

3 2

4 3

5 4

1

2

3

4 Date:Date: Date:

Signature: Signature:

Name

FacilitatorValue Stream Champion

Name

Dates

Start & End

TimesSpecific Conditions

Value Stream

Champion

FacilitatorProcess Trigger

Executive SponsorEvent Name

Team Lead

Kaizen Event CharterEvent Scope Leadership Schedule

Location

Value Stream

Event Drivers / Current State Issues Team Members

Team

Presentation

Event Boundaries

& LimitationsEvent Coordinator

Function

Interim

BriefingsLast Step

First Step

Event Goals and Objectives

Function

Potential Deliverables On-Call Support

Possible Obstacles Approvals

Signature:

Executive Sponsor

License Agreement

Kaizen Event Planning

• Requires detailed planning with sufficient notice

• Planning typically begins 4 weeks prior to the event

• Participants are required to make this their priority during the event

• Ensure all required support, approvals, equipment, materials, and information isavailable

• Establish roles and responsibilities

• Someone has to own the planning process

• Establish a checklist

ActivityDue

DateOwner Comments

1 If Event will involve 5S activities, select and reserve "sort" dispositioning area.

2 Determine Event budget (supplies, food, resources, etc.).

3Identify supplies and equipment needed. If event will include 5S activities, include

cleaning and organization supplies.

4 Distribute initial draft of Kaizen Event charter.

5

Send meeting notices to team members, on-call resources, leadership, prospective

trainees, etc. re: event, interim briefing(s), final presentation and workforce training.

RSVP required. Include draft of Kaizen Charter. Copy direct supervisors.

6 Create initial draft of Kaizen Event charter.

7

8

9

10

Planning ChecklistEvent Name

Event Start Date

Executive

Sponsor

Value Stream

Champion

4 Weeks Prior

Facilitator Coordinator

Kaizen Event

11 Finalize Kaizen Event charter and gain approval.

12 Distribute approved Kaizen Event charter.

13

Review Event scope and objectives with facilitator to determine the current state data

and metrics that need to be collected (e.g. volumes, performance metrics, service

levels, survey results, etc.), and assign accountability.

14

Identify 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).

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

required of those resources.

17Send communication to area staff, as well as "involved" internal customers & suppliers,

advising of upcoming Kaizen Event.

18Post 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.

21

22

23

24

3 Weeks Prior

2 Weeks Prior

25Facilitator walks the process & discusses opportunities for improvement with area management to obtain

process orientation.

26If significant changes in staffing requirements are anticipated, executive sponsor discusses redeployment

options with HR.

27

Obtain samples of current state policies, standard work documents, forms, reports, etc. Gather relevant

reference materials (e.g. existing policies, regulations, floor plans, process data, flow charts, etc.). Make

copies for team as needed.

28 Make arrangements for food and housekeeping, as needed.

29 Arrange for appreciation gifts for participants.

30Establish email distribution list for including kaizen team members, facilitators, on-call support, and value

stream champions.

31

32

33

34

35Provide Lean Basics and Kaizen Event Overview training to kaizen team members and

workers in areas that will be affected by improvements.

36Review ideas submitted by stakeholders and data gathered. Clarify suggestions and

data, if necessary.

37 Consider using (and identify) an "ice breaker" to kickoff event.

38

Confirm participation of all team members (100% commitment; relieved of normal

duties; backup assigned). Send reminders to team members, supervisors, and senior

leadership re: event schedule interim briefing(s) and final presentation.

39 Create tentative agenda for event.

40Make sure all current state data is complete and copies are available for team as

needed.

41 Create recognition certificates for distribution at the final presentation (if desired).

42Confirm room and associated logistics re: IT equipment, supplies, materials, etc. See

supplies checklist for requirements.

43Make arrangements for muffins, bagels, coffee, lunch, sodas and snacks for all Kaizen

Event days.

44 Confirm availability of all necessary supplies (see Supplies Checklist).

45

46

1 Week Prior

Scoping The Event

• Value Stream – Area of Focus

• Event Name – Easily Recognized

• Specific Conditions – Scope Narrowing

• Process Triggers – What starts the process

• First Step of Process

• Last Step of Process

• Event Boundaries and Limitations – What can and can not be changed

Scoping The Event

• Event Objectives

• Current State Understanding

• Process Complexity

• Complexity of Project Solutions

• Organizational Culture and Experience with Kaizen Events

• Lean Principles and Kaizen Event Overview

• Workforce Training

• Pilot versus Full Rollouts

Team Formation

• Minimal Leadership / Management Representation

• At least 50% of team is comprised of employees who perform the work

• Six To Eight Ideally but no more than Ten

• Cross Functional Composition

• Process Stake Holders

• Subject Mater Experts (SME’s)

• Outside Eyes

Team Formation

• Everyone is too busy to participate

• Current State that is Driving the need for the Kaizen Event

• Scope & Objective

• Why the persons involvement is vital

• What the department will gain from their involvement

• What the individual will gain from being involved

• Dates and Times

• Rules: full-time participation and no interuptions

Department

1

2

3

4

5

6

7

8

9

10

No

Involvement

or ImpactWork Group

Last Step

Subject

Matter

Experts

Process

Workers

Downstream

Customers

Upstream

Suppliers

Role in Target Process

Kaizen Event

Team Formation WorksheetEvent Name

Event Dates

Executive Sponsor

Value Stream Champion

Facilitator First Step

Essential Team Candidates

NamesFunction

4

5

1

3

2

Additional Team Candidates

Role Names

1 External Customer(s)

2 External Supplier(s) / Contractor(s)

3 Subject Matter Experts

4 Union Representatives

5 Outside Eyes

On-Call Support Candidates

Function Names

1

2

3

4

5

6

Event Logistics

• Scheduling – selecting the dates

• Start & Stop Times, break times

• Location – keep work as close to process as possible

• Ample Wall Space

• Technology Ready

• Interim Briefings

• Workforce Training

Event Logistics

• Food

• Supplies

• Team Presentation

• Supplies

• Team Recognition

Event Name

Event Dates

N/A*

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

PowerPoint kick-off material loaded on laptop and memory stick for backup

Recognition certificates

Recognition gifts for team members (i.e. gift cards, movie tickets, shirts, etc.)

Rolling tape measure or pedometer (if needed)

Printer (color preferred)

Yard stick (for metrics-based process mapping)

LCD projector

Markers, flipchart - various colors

Markers, Sharpie

Pencil sharpener (if pencils being provided)

Pencils and/or pens

Post-it notes (4" x 6" and smaller sizes) - various colors

Markers, white board

Masking tape

Name tents (if preferred)

Paper (white, 36" wide roll)

Laptop or PC for training and presentations

Flip chart pads and stands (at least 2)

Handouts for participants (kick-off info, charter, training material, etc.)

Label maker and label stock (if needed)

Kaizen team t-shirts (if being provided)

Laptops or PCs for team use - 2 to 4 based on group size each with access to MS Office, internet,

email, intranet, shared drives and internal applications

Binder clips or paper clips

Card stock in various colors (if needed)

Digital camera (with USB cable or memory card/reader)

Laminator and laminate sheets (if needed)

DVD and / or VHS player with monitor and speakers

Calculator

Kaizen EventSupplies Checklist

Facilitator

Coordinator

White board eraser

Stapler

Staff telephone directory or easy access to electronic copy

Speakerphone

Scissors

Batteries for all battery operated devices (extra sets recommended)

Description

Pre-Event Communications

• Provide Relevance of the Activity to Today’s Business needs

• Form the Strongest Kaizen Team Possible

• Legitimize the Team – They have leaderships full support

• Set the stage for the team start quickly and maintain momentum

• Assure correct people attend the key activities

• Minimize rumors and reduce anxiety

Communication Needs

How much information

When does the recipient need to know

What do you want from the reciepient

Functional Department

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

Rec

eive

trai

ning

Lean

/ K

aize

n O

verv

iew

Tra

inin

g

Inte

rim B

riefin

g(s)

- R

equi

red

Atte

ndan

ce

Inte

rim B

riefin

g(s)

- In

vita

tion

Even

t ann

ounc

emen

t (w

ith c

hart

er)

to a

ffect

ed s

take

hold

ers

Kaizen Event

Communication WorksheetEvent Name

Event Dates

Executive Sponsor

Trai

ning

on

impr

oved

pro

cess

Team

Pre

sent

atio

n - R

equi

red

Atte

ndan

ce

Team

Pre

sent

atio

n - I

nvita

tion

Even

t Rep

ort (

Post

-Eve

nt)

Aud

it R

esul

ts (P

ost-E

vent

)

Coordinator

Level of Engagement Email / Meeting Notice Content

Rec

eive

not

ifica

tion

App

rove

No

invo

lvem

ent

Facilitator

Team Lead

Value Stream Champion

Prov

ide

inpu

t

Communication Type

Notification email to leadership

Phone call to Kaizen Team

members' direct supervisors

Informational email to Kaizen

Team members' direct

supervisors

Invitation and informational email

to kaizen even team and on-call

support.

Pre-event Lean / Kaizen Overview

Training notice

Interim Briefing - Required

Attendance Notice

Interim Briefing - Courtesy

Invitation

Final Presentation - Required

Attendance Notice

Final Presentation - Courtesy

Invitation

Notification to those that will be

impacted by improvements

Organization-wide event

announcement

Event Report (post-event)

Audit Results (post-event)

Recipient Names

Event Execution – Day 1

• Event Kick Off

• Leadership Kick-Off

• Facilitator Introduction

• Day 1 Agenda Review

• Team Introduction – ice breaker

• Event Charter Review

• Lean Overview

• Kaizen Event Overview

• Create Current State Process Map Value Stream Map (VSM)

• Hold Interim Briefing

Event

Execution

– Day 2

Hold Hold Interim Briefings

Create Create Future State Process Map & VSM

Select and Prioritize

Select and Prioritize Improvement Ideas

Brainstorm Brainstorm Improvement Ideas

Design Design the Future State

Provide any training

Provide any training needed

Perform Perform Team Check-in

Review Review progress

Event

Execution

– Day 3

Hold Hold Interim Briefing

Obtain Obtain Stakeholder Input

Begin Begin Testing Standard Work

Create Create Standard Work

Design Design Improvements

Event

Execution

– Day 4

Hold Hold Interim Briefing

Prepare Prepare Training Materials

Finalize Finalize Standard Work

Obtain Obtain Workforce Input/Buy-In

Continue Continue Design and Testing New Standard Work

Event

Execution

Day 5

Hold Hold Team Presentation & Celebration

Prepare Prepare Team Presentation

Document Document Event – organization requirements

Complete Complete Kaizen Report

Finalize Finalize 30 Day List

Create Create Sustainability Plan

Train Train Affected Workers – Keep in Mind Multiple Shifts

Event Name

Event Dates

N/A*

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

Take team photos.

Identify who will need to be trained on new process and schedule training (held during the event).

Deliver training to those who perform or are affected by improved process.

Create and document future state / "after" conditions and calculate projected percent improvement.

Prepare agenda for following day (end of each day).

Schedule 30-day audit.

Recognize participants via certificates, shirts, gift cards, handshake from leadership, etc.

Prepare and deliver final presentation.

Document current state (before) conditions (MBPM, relevant metrics, spaghetti diagram, photos, etc.).

Summarize / analyze current state metrics.

Brainstorm session re: possible improvements.

Prioritize improvements.

Create standard work, check lists, visual aids, etc. to document the new process.

Prepare for interim briefings.

Kaizen Event

Execution Checklist

Description

Conduct Event kick-off / review Event Charter with team.

Conduct ice breaker / team introduction(s).

Deliver Lean and Kaizen Event overview training (if not delivered prior to event); review Event Charter.

Schedule weekly follow-up meetings (for first four weeks following the Event).

Create 30-Day List, assign owners and deadlines for completion.

Create Sustainability Plan.

Complete Kaizen Event Report.

Assign ownership for tasks on "Post-Event Activities" list.

Value Stream

Champion

Facilitator

Now Later Owner / Work Group

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

Facilitator

Executive Sponsor

Team Lead

Improvement

Kaizen Event

Improvement Ideas

Value Stream Champion

Event Name

Event Dates

MetricUnit of

Measure

Before

Measurement

Projected

After

Measurement

Projected

Change

1 Lead Time

2 Process Time

3Rolled First

Pass Yield%

4

5

6

7

8

9

10

Event Name

Facilitator

Team Lead

Event Objectives

1

Key Improvements Implemented

Kaizen Event Report

Event Dates

Executive Sponsor

Value Stream Champion

5

3

Team Members

Before Photos, Graphs and/or Data

After Photos, Graphs and/or DataCollateral Benefits

2

Measurable Results

4

Insert Picture

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?

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

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

new employees), when will training be in place?

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?

Event Name

Event Dates

"Go Live" Date

Team Lead

30-Day Audit Date

"Go Live" Location

60-Day Audit Date

Kaizen Event

Sustainability PlanExecutive Sponsor

Value Stream Champion

Facilitator

Communicate process performance measurement

plan.

Name Name

Signature Signature

Date Date

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

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

needed?

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?

Monitor process performance frequently; post results

put continuous improvement plans in place.

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).

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 60-day audit.

Conduct 30-day audit.

Owner Owner's Manager Due Date

4 1

3 2

4 1 4 1

3 2 3 2

4 1

3 2

4 1 4

3 2 3 2

4 1

3 2

4 1 4

3 2 3

4 1

3 2

4 1 4

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 2

4 1

3 230

29

28

26

27

25

24

23

100% Complete

Progress Key

0% Complete

25% Complete

50% Complete

75% Complete

22

21

20

19

18

17

16

Kaizen Event

30-Day ListEvent NameExecutive Sponsor

Team Lead

Action Item

1

CommentsProgress

Event DatesValue Stream Champion

Facilitator

13

12

9

10

14

15

11

6

7

8

5

4

3

2

Event Name

Event Dates

Owner

1

2

3

4

5

6

7

8

9

10

11

12

Team Recommendation

Kaizen Event

Parking Lot Issues

Issue / Discovery

Executive Sponsor

Facilitator

Team Lead

Value Stream Champion

Event Name

Event Dates

10

12

13

1

2

3

4

9

11

5

6

7

8

Kaizen Event

Team Presentation AgendaValue Stream Champion

Agenda Item

• 30-Day List

• Process being addressed

• First & last steps

• Specific conditions

• Event drivers / current state issues

• Objectives

• Boundaries & limitations

• VSM and/or MBPM review

• Relevant metrics

• Photos (if relevant)

Opening Comments

• Key improvements and accomplishments implemented during the event

• Tools used

Facilitator

Scope and Objectives

• Team introductions

• Agenda

• "Rules" for attendees

"Before" Condition

Key Improvements Implemented

"After" Condition

• New process description

• Projected results (direct and collateral)

Key Open Action Items

Sustainability Plan

Facilitator Feedback

• Greatest success; greatest challenge

• Team feedback (each individual)

Parking Lot Issues

Lessons Learned

• Potential obstacles that could prevent attaining projected performance

levels

• Define what a "parking lot" item is

Wrap-up

Presenter(s)

Question and Answer

Team Recognition

• Leadership feedback to team

Task Due Date Owner Comments

1Observe the new process the first day or shift following the event. Make real-

time adjustments, if needed.

2

Hold first of four weekly post-Event meetings with Kaizen Team to assess

progress on 30-Day List, monitor process performance, identify and resolve

new problems, and conduct lessons learned sessions.

3Send thank you's to all team members, on-call support, and others who

helped.

4 Broadcast results organization-wide (via email, newsletter, etc.)

5Post Event Report and Sustainability Plan on improvement communication

board(s) and shared drives.

6 Assess if new process is being followed.

7 Take corrective action if process is not being followed.

8If controlled procedures / processes were changed, update relevant

documentation as necessary.

9 Plan future improvement activities, if needed.

10Share "later" ideas on Ideas List with relevant leadership and continuous

improvement staff.

11 Modifiy process further if it needs additional improvement.

12

13

14 Meet with team to assess progress on 30-Day List.

15 Measure process to validate projected future state metrics.

16 Adjust process, if needed.

17Interview process workers and those affected by the improvements to assess

success and need for future improvements.

18

19

20 Meet with team to assess progress on 30-Day List.

21 Measure process to validate projected future state metrics.

22 Adjust process, if needed.

23

Determine data needs required for further current state analysis and future

state design. Assign accountability for measurement and timeframes for

delivery.

24 Prepare for 30-day audit.

25

26

27 Meet with team to assess progress on 30-Day List.

28 Conduct 30-day audit.

29 Adjust process and/or take corrective action, if needed.

30 Conduct 30-day audit briefing and post audit results.

31 Schedule 60-day audit.

32

33

34 Conduct 60-day audit.

35 Adjust process and/or take corrective action, if needed.

36 Communicate and post audit results.

37

38

3 Weeks After

4 Weeks After

60 Days After

Coordinator

1 Week After

2 Weeks After

Kaizen Event

Post-Event ActivitiesExecutive

SponsorEvent Name

Value Stream

ChampionEvent Dates

Facilitator

Event Name

Event Dates

Audit Date

Yes No Owner

1

2

3

4

5

6

7

8

9

10

11

Unit of MeasureProjected

Change

Actual

After

Measurement

%

30-Day Audit Report

Corrective Action Needed

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

authorized modifications made since the event)?

Criteria

Are workers pleased with the improvements? Do they feel their work

has been simplified?

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

have been trained on the new process?

Is process performance being measured and reported as set forth in

the Sustainability Plan?

Is the area manager monitoring and supporting compliance to the

new process?

Are all aspects of the Sustainability Plan being followed?

Are consequences for not following the new process design in

place?

Have any unintended consequences (positive or negative) arisen?

Check with downstream customers.

Is anyone resisting the new process?

Performance Metrics

Metric / Activity

Being MeasuredComments

Executive Sponsor

Value Stream Champion

Lead Auditor

Before

Measurement

Lead Time

Process Time

Actual Change

(from Before

Measurement)

Projected

After

Measurement

Rolled First Pass Yield

30-Day List Status

Number of action items due by audit date

Number of action items completed

% of action items completed

Event Name

Event Dates

Audit Date

Yes No Owner

1

2

3

4

5

6

7

8

9

10

11

Unit of MeasureProjected

Change

Actual

After

Measurement

%

30-Day List Status

Number of action items due by audit date

Number of action items completed

% of action items completed

Rolled First Pass Yield

Lead Time

Process Time

Actual Change

(from Before

Measurement)

Projected

After

Measurement

Before

Measurement

Lead Auditor

Is anyone resisting the new process?

Performance Metrics

Metric / Activity

Being MeasuredComments

Executive Sponsor

Value Stream Champion

Are workers pleased with the improvements? Do they feel their work

has been simplified?

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

have been trained on the new process?

Is process performance being measured and reported as set forth in

the Sustainability Plan?

Is the area manager monitoring and supporting compliance to the

new process?

Are all aspects of the Sustainability Plan being followed?

Are consequences for not following the new process design in

place?

Have any unintended consequences (positive or negative) arisen?

Check with downstream customers.

60-Day Audit Report

Corrective Action Needed

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

authorized modifications made since the event)?

Criteria

Reference:

The Kaizen Planner

By

Karen Martin

Mike Osterling

Charts Shown from Excel Spreadsheet are for viewing & discussion only

If you want to make use, purchase the book which is available on amazon

ISBN 979-1-56327-351-3

Reference:The Kaizen Planner

ByKaren MartinMike Osterling

•Charts Shown from Excel Spreadsheet are

for viewing & discussion only

•If you want to make use, purchase the

book which is available on amazon

•ISBN 979-1-56327-351-3

Thank You

Q&A