Kaizen

Copyrighted 2005 by Fuss & ONeill, Inc.

Agenda
Kaizen Definition Event Steps Daily Timing & Strategies Team Members and Responsibilities Pre-Event Preparation 10 Rules of Kaizen

Kaizen Definition
Kai to take apart and make new Zen to think about so as to help others

Two goals of Kaizen:

Solving Problems Eliminating Waste (Muda)

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Kaizen
Fix the root cause and eliminate waste Implement solutions
If the first fix doesnt work, try again

1. Take apart 2. Think about 3. Make new

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Kaizen

Do it again Document Reality

Celebrate

Create New Standard Work

Identify Waste

Measure Results

Countermeasures Reality Check Make Changes Verify Change

Kaizen
Cross functional team Typically 3-5 days Focus on resolving a problem Use this tool to make a leap forward

Document Reality
How are the processes done today
Whats really happening See it for yourself

Documents to use: Area Profile Target Sheet Photos Time Observations

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5S Audits Safety Audit

Kaizen Event Area Profile

Team # : Event Description: Event Dates:

Preliminary Objectives:

Team:

Requirements (Takt Time): Facilitator: Process Owner:

Process Information:

Current Situation and Problems

Document Reality
Verify what youve been told
Target sheets, area profiles

How does it work today

Spaghetti Chart, Standard Worksheet, Layouts, Documents

What happens in this process

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Document Reality
Standard Work Sheet
Operator path in RED Material path in BLUE Safety YELLOW Quality GREEN

Be consistent with colors and symbols

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Document Reality
Time Observation
Continuous timing Document steps Normal versus Abnormal events

Time the process not the person!

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Document Reality
Standard Work Combination Sheet
Shows time observation along a timeline Man, Auto, and Walk Times broken out

One for Each Time Observation

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Document Reality
Takt Vs. Actual Bar Chart
Number of Operators = Sum of Cycle Times / Takt Time Model Number: Model Name: Date: Operators= _________ / _________ = _________ Team #:
(Takt should be shown with a red line)

Takt Bar Chart

Highlights problem areas Visual representation Show balance of workload

Time

Operator / Operation Times

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Also calculates number of operators needed to meet takt.

Document Reality
Kaizen Newspaper
Add problem when you find them Responsibility list Due dates for completion

Use as a to-do list during event

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Identify Waste
Remember the 7 Wastes
Anything that doesnt add value to the customer

Once identified make sure event scope is correct

Ok to change, make sure everyone knows

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5 Whys
When problems are found
Find the root cause by using the 5 whys

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Countermeasures
Solutions need to be implemented during the week Try it out action versus analysis Creativity before capital Continuous strive to reduce waste, no matter how small it is
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Attack items that impact

Process flow Material flow Information flow

Solutions strive for

Takt Flow Pull Lower Inventory

Kaizen
Just do it!
Action over analysis

Improving specific piece

The Value Stream Company goal

Manage to completion

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Reality Check
Facilitator & Management approves plan for:
Good lean direction On track with company objectives Good safe solutions

Direction may be changed at this point

Remember change is good for you too

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Make Changes
Make the changes NOW!
Dont get stuck waiting for a better time Make the changes then observe them

Pre-plan for large moves before the event Everyone needs to contribute
Dont dictate, build teamwork

Make sure you update the newspaper

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Verify Changes
Verify with new observations If its not easier, make more changes Goal is to put new process in place and verify it
Do this early in event to allow time for more changes Make sure a better process is working at end of event

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Measure Results
Compare results with baseline data
Did we make it better? Was waste removed?

Did we achieve what we wanted to?

Not all changes are successful.
Dont worry. Learn from what weve done!
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Improvement Idea
Date: __________

Kaizen Title:____________________

Team #: ____________

Completed By: __________________________ Description of steps taken: Results:

Description of Problem:

The lift truck cords were continually being left on the floor causing delays and damage.

A cord retractor was installed at each recharge station.

Prevents damage to plugs Eliminated trip hazard

Before Kaizen

After Kaizen

Remarks:

Single Point Lesson

Water cooling lines Mistake proofed fittings Hoses can only be hooked up one way
Simple fix, no money spent, just switched fitting from hose to fixture
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Create New Standard

Put new visual standard work in place
Maintain progress made during event Training tool Should be understood by anyone observing the process

Post all open action item on the Kaizen Newspaper

Make sure all items have a name attached to them Follow up to make sure they get completed

Visually display what has happened in the area Celebrate New process must be repeatable and sustainable
Try it out during the week!!!

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Do it again Document Reality

Celebrate

Create New Standard Work

Final Day
Identify Waste

Day 1
Measure Results

Countermeasures Reality Check

Days 2 - 4
Make Changes Verify Change

First Day Timing

Kick Off Meeting
Area Profile Target Sheet
Time Observation Sheets 5-Ss Standard Work Combination Sheets Spaghetti diagrams TAKT / Actual Bar Charts Layouts

Get Started
Document Reality

Identify Waste Come up with countermeasures

Reality Check

Start making changes (if time allows) Prepare for Leaders Meeting
Complete task list for next day

Attend leaders meeting

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First Day Hints

Take pictures or video of area
Use later for before and after comparisons

Stay organized
Co-Leader keep all paper work together and neat
Will help with leaders meeting and final presentation

Keep kaizen newspaper current Make sure everyone has something to do

This day can be frustrating Dont Worry

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Leaders Meetings
Answer the following
Where?
Where are you now? Whats happening right now?
Target Sheet

What?
What have you done?
Use spaghetti diagrams, time studies, kaizen newspaper, or any analysis

What?
What are you going to do? Plan for tomorrow
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Kaizen newspaper

Day 2 - 4 Timing
Make changes or simulate Verify changes Measure new process
Is it better What else can be improved? How do we sustain these changes?

Prepare for Leaders Meeting

Update Target Sheet Answer Where? What? What? Complete task list for next day

Attend leaders meeting (leaders & co-leaders)

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Kaizen Reminders
Make process visual Keep all info current
Newspapers, target sheet, improvement ideas
Dont wait until later to do these

Stay on schedule Dont get caught in the trap remember:

Action over analysis Try it out Learn by doing

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Final Day Timing

Morning
Complete changes Put standard work in place
Train everyone on new method

Afternoon
Closing meeting
Tell the story of what you did Use pictures Remember its a

Visual controls 5S Audit After pictures Finalize plan for unfinished newspaper items

of the kaizen successes

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Forming a Kaizen Team

Roles and Responsibilities: Lean Site Manager
Scheduling events
Communicate and coordinate
EH&S, Maintenance, Quality Area Departments, etc

Break out rooms, final presentation, kaizen materials

Team selection (6 8 people)

Cross function, chosen for a reason

Tie event goals to company goals

Measurable Target sheets & area profiles
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Forming a Kaizen Team

Roles and Responsibilities: Lean Site Manager
Confirming that the event area is confined to a specific area or product Coordinating with the leadership of other departments when the product passes through their area Preparing and giving event training

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Forming a Kaizen Team

Roles and Responsibilities:
Event Sensei
Guidance & leadership
Direction & timeliness Sensei = Teacher

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Forming a Kaizen Team

Roles and Responsibilities:
Team Leader
Leadership skills
Communication & people skills (all levels) Cant be intimidated by senior management Experienced leader

Kaizen experience Train team members

Kaizen tools

Coach and facilitate versus dictate

Need to build teamwork
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Forming a Kaizen Team

Roles and Responsibilities:
Team Leader
Show initiative
People follow someone who leads by example

Detail oriented
Kaizen documentation

Fanatical persistence
Dont give up

Open minded (critical to success)

No concrete heads

Act as co-leader to train new leaders

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Forming a Kaizen Team

Remember, we often learn the most by doing and then seeing the results.

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Forming a Kaizen Team

Roles and Responsibilities:
Co-Leader
Provides support to leader
Documentation Feedback

Team leader in training

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Forming a Kaizen Team

Roles and Responsibilities:
Team Members
Team composition is also critical to the success of the event. Everyone should be chosen for a purpose and should reflect the following: 1. A different set of eyes

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Inquisitive (HR, Finance, Marketing, other areas) View impact of designs (good and bad) Problem solving 75% of product cost is cast in stone during design

2. Product engineers

Forming a Kaizen Team

Roles and Responsibilities:
Team Members
3. Person from the area

Key knowledge and ownership If not on team, then available Kanban management Supplier communication Skeptics / Critics

4. Maintenance 5. Materials

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6. De-facto Leaders

Kaizen Teams
Skeptics vs. Critics

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Forming a Kaizen Team

Roles and Responsibilities:
Team Members
7. Safety & Quality

Knowledge of event if not on team Internal & external Make sure we dont just move waste Depends on event

8. Suppliers

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Forming a Kaizen Team

Team member considerations: Effective problem solvers Team players Open minded Be aware of:
CAVE

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Pre-Event Preparation
1. Describe the opportunity
Linked to one or more company goals Why are you having the event What are the expected outcomes Fill out area profile

2. Team selection and training

Hand pick the team, choose them for a reason Training should be at least
An overview of Lean and Kaizen

Make sure everyone knows why they are there

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Pre-Event Preparation
3. Have your targets set
From value stream map Collect baseline data Link them to specific company goals Fill out target sheet

4. Team leader
Select someone with experience Should assist in pre-event preparation Have a good understanding of the goals Good people skills

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Pre-Event Preparation
Lean Site Manager Work with Team Leader
establish team roster distribute training materials and baseline data

Conducts pre-training for new team members Notify everyone about event and objectives Puts Kaizen tool boxes together Area Manager Notifies involved work areas of event
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Pre-Event Preparation
Team Leader and Co-Leader Work with area manager and Lean Site Manager
Set event objectives tied to your companys goals

Compile pre Kaizen information

Area profile sheet & target sheet

Prepares
Day 1 task list Opening presentation Identifies home base

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Pre-Event Preparation
Leader

Event Check List

Picks up tool box Establishes working hours and breaks Reviews baseline with team and gives daily assignments Coordinates equipment moves with Maintenance Dept. Prepares daily presentation
& assignments for final presentations

Returns a complete set of paperwork to LPS Manager on the day of the final presentation Returns tool box
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Kaizen Tool Box

Each Team will need the follow:
1 small stapler 1 box of staples 12 pencils 1 package of 8 transparency markers 1 box of transparencies 1 box of paper clips 2 pads yellow post-it notes 2 pads blue post-it notes 1 roll of Scotch tape 1 glue stick 1 pair of scissors 1 roll of duct tape
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1 roll of masking tape 1 bottle of white out 1 multi-tip screwdriver 1 utility knife 1 tape measure 1 large black marker 1 large red marker 2 black pens 1 eraser 1 ruler 1 mechanical pencil 1 hi-lighter 1 red pen

Kaizen Tool Box

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Kaizen Supplies
Each team member will need:
Clipboard Stopwatch Calculator

Other Items you may need to have on-hand:

Flipchart for each Kaizen area and 1 for the presentation room 1 or 2 overhead projectors VCR and television Camcorder

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10 Lessons of Kaizen
If there is no need, there is no Kaizen Success comes from your present state and goal Quick and Crude is better than slow and elegant Be wiser instead of making an excuse Use your brain, not money; if you dont have any ideas, use your body 6. Use your own hands 7. Constant observation of real processes & materials exposes waste production 8. Be persistent in removing all Muda 9. Kaizen has many benefits including cost reduction 10. Follow up to confirm results and continue 56 improvement 1. 2. 3. 4. 5.

10 Hints for Doing Kaizen 1.

Excuses

No Excuses:

Dont make excusesDont accept excuses

Explanations are often still excuses (If you have time to make up excuses, you have time to think of improvement ideas!) 2. Dont be a concrete head: Throw out traditional conceptsThink how a new method can work, not how it wont (Switch your mind yourself if you feel you are being a concrete head!) Do Kaizen by getting involved: All information necessary for Kaizen is available at the GembaYou can not understand a process until you observe and do it first hand

3.

Quick and crude is better than slow and elegant: Dont seek perfection50% implementation rate is fine as long as it is done on the spot
Produce actual improvement during the Kaizen: Observe actual gainsSimulation and Ideas are not real until they are implemented, observed and maintained

5.

6.

Implement Kaizen Newspaper items as committed: Dont put off Kaizen until tomorrow.

7.

Do Kaizen by adopting ideas of people: Put yourself in the patients positionThe ideas of 10 people are better than the knowledge of one.

8.

Do Kaizen without spending lots of money: Many small improvements add up to big resultsImplement quickly with less risk

9.

Dont overlook event the smallest waste (Muda): Ask why? five timesMany small improvements add up to big resultsImplement quickly with less riskIncreased opportunity and frequency to learn
MUDA

10.

Document results on Target Sheet: Report at team leader meetings every dayfill in the condition even if there has been no change
Do kaizen HONESTLY with the spirit of Yes, I will try!

Must Not
Flex Muscles

Managers

Must Do

Give Up

Throw Fits

Blame the workers Go to the Gemba Blame the measures

Think of at least 7 ways to do better

Kaizen your standard work

Cover Up

Show boat

Game the measures Observe the process Find the waste Have a vision

Stress out

Hide in the office

Throw people at problems Set goals

Create smoke screens

Grovel

Be clueless

Provide the right tools

Communicate direction

Real Company Results

77% reduction in setup time Paperwork travel distance reduced from 1.25 mile to 30 feet Assembly productivity increased by 127%
Reduced space by 40%

Eliminated 2 hour fax sorting process 243 % productivity increase

88% reduction in inventory 98% reduction in walking distance
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Management Support

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The End

What questions do you have?

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