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Kaizen Events: 
Current Thinking and How To’s
Webinar
July 25, 2013
© 2013 The Karen Martin Group, Inc.
 Coach / Facilitator / Consultant / Trainer: 
Lead Lean transformations & develop peo...
Upcoming Webinars
• Creating a Continuous Improvement Culture
– Tuesday, August 13, 2013 – 11:00 am-12:15 pm PT
– https://...
Key Topics
• When to use and when NOT to use a
Kaizen Event
• The FULL set of benefits Kaizen Events
offer
• 10 Key Succes...
5
Kaizen: 
Perhaps the most
misunderstood & misused 
word in the novice 
improvement community
6
kai∙zen [kahy‐zen] Noun
A business philosophy or system that is 
based on making small, positive changes 
on a regular b...
7
kai∙zen [kahy‐zen]
An adjective?
Kaizen Event, Kaizen Blitz
8
Kaizen Event – Definition
A two- to five-day focused improvement
activity during which a sequestered,
cross-functional t...
9
5-Day Kaizen: Typical Structure
Day 1 & 2
(Plan)
Day 3 & 4
(Do, Study)
Day 5
(Study, Adjust)
Kick‐off
Analyze current st...
Kaizen Event Benefits
• Achieving rapid results through sound means
energizes and helps form new habits.
• Behavioral
– He...
The Outstanding Organization
IMPROVEMENT IS 
EVERYONE’S JOB
13
Who? Scope of Authority Means
Leadership “What has to happen” Strategy
Deployment,
Value Stream
Mapping
Frontlines “How...
People who do the work are the experts!
14
When to Use Kaizen Events
• When you want a focused improvement
activity that yields rapid learning and results.
• When yo...
16
1. Increase sales 5%.
3. Achieve 10% profit.
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Ops HR Bob Fin PE ...
Tie Kaizen Events to a Larger Purpose
17
Left side of an A3 
report (PLAN) shows 
how a Kaizen Event is 
tied to a value s...
Tie Kaizen Events to a Larger Purpose
18
DO portion of the right 
side of an A3 report 
shows how a Kaizen 
Event will be ...
Customer Demand:
615 requistions per year
Dept.
Manager
Approve
in ERP
PT=5 mins.
C&A = 90%
1
0.5 days
5 mins.
0.75 days
5...
20
Kaizen Event #1
Kaizen Event #3
Kaizen Event #2
Kaizen Event #4
21
10 Key 
Success Factors
22
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:
Contact Information...
Charter: Proper Socialization
• Post in work areas
• Review and discuss with leadership and 
frontlines in those areas bei...
25
Proper scoping is essential for creating         
focus and getting results
26
Define Scope: Narrow & Deep
• Define fenceposts,
conditions, and
limitations.
• Gives the team
“freedom with
boundaries.”
...
28
Proper Team – cross‐functional; 
people who do the work  being improved
Scope First, Then Form the Kaizen Team
• No more than 10
• Highly cross‐functional
– Process workers (30‐50% of the team)
...
31
Kaizen Event facilitators wear multiple hats
• Teacher
• Coach
• Motivator
• Challenger
• Provocateur
• Obstacle eliminato...
33
Rules of Engagement
• The team starts and ends the day together and breaks
together; being on time is critical.
• The t...
34
Begin with Measurable Objectives
36
37
Kaizen Events: 
Must help 
develop PDSA 
habits
Event
Prep
The 
Event
Event
Follow‐up
Event
Follow‐up
Within the Event:...
38
Detailed Steps
  1.  Define and break down the problem.
  2.  Grasp the current condition.
  3.  Set a target condition...
39
Interim Briefings – Every Day or Two
• Purpose
– Build consensus.
– Assure a well-designed and sustainable improvement.
• ...
41
Process Management & Improvement
KPI
Target
Result
Actual
Result
Root
Cause
Corrective
Action
Taken
New
Result
KPI-1
KPI-2...
43
Establish Key Performance Indicators: 2‐5; Balanced; Visual
Metric Description Owner
FY12
Target
Apr
Total
May
Total
St...
44
Who’s Minding the Store?
46
Process Owner ≈ Process Doctor
47
Communicate process performance measurement
plan.
Sustainability Plan
Executive Sponsor
Value Stream Champion
Facilitator
...
Metric
Unit of
Measure
Before
Measurement
Projected
After
Measurement
Projected
Change
1 Lead Time Days 8.3 2.3 -72.3%
2 P...
50
Owner Owner's Manager
Due
Date
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
...
Do not turn to Kaizen Events as a
methodology if…
• They are not tied to a larger strategy.
• They are the only means for ...
Additional Resources
http://www.scribd.com/doc/148612588/Kaizen‐Event‐Evaluation
Kaizen Event Evaluation:
www.vimeo.com/ka...
© 2013 The Karen Martin Group, Inc.
Karen Martin, President
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ks...
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16 1. Increase sales 5%. 3. Achieve 10% profit. Jan Feb Kaizen Events: Current Thinking & How To's

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16
1. Increase sales 5%.
3. Achieve 10% profit.
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Ops HR Bob Fin PE Pario
COM 
Direct 
CDs / 
AMs
PD 
Rec
PD 
Mgmt
BMD SWS
2
3,500 units sold by 12/31/2013 through all channels 
(approx. $700K)
X X X X X X X X X X X X Bob Dana 2 3 3 3 2 3 3 1 1 3 3 1 3
11 Develop & deliver training to top 50 Dealers X X X X X X Bob Rex/Tim  3 3 3
21 Revised course materials by 6/30/2013 X X X Bob Josh R? 2 3 3 2 2
5
Education: 1 school district spec'd/underperforming 
COM distributor (25) by 12/31 valued at min $35K each
X X X X X X X X X X X X Howard Michael  S 1 3 2 3 3
8
10 new dealers on board (net) ($500K per dealer this 
year)
X X X X X X X X X X X X Howard Mike B 2 3
9
5 new distributors bringing $200K annual rev (& 5 
terminated)
X X X X X X X X X X X X Howard Howard 1 1 1 2 3
17 10 projects spec'd  by 12/31; $300K rev by 12/31 X X X X X X X X X X Howard Dana 1 3 3 3
29 20 by year‐end X X X X X X X X X X X X Howard Mark H 2 3 3 3
32 TBD X X X Howard Howard
33 TBD X X X X X X X X X Howard Howard
10
Useful reporting and metrics are established and in 
place 
X X Jim Randall 3 1 1 1 1 1 1
30 TBD X X X X X Jim Josh 3
31 TBD X X X X X X Jim Josh 1 1 1 3 1 1 1 1 1 1 1 1 1 1
25 TBD Jim  Shannon  3 3 1 1 1 1 1
26 System 7.0's in place X X X Jim  Randall 3 2 1 2 1
15
100% accurate payroll; 100% management satisfaction 
at April mgmt. meeting
X X X Josh Phyllis 1 3
20
Internet task list is simplified and streamlined for 
PDs then plan is rolled out to PDs 
X X X X Michael M Michael M 2 3 2 3
22
Design Calculator is updated successfully and rolled 
out
X X X Neall Matt D 3 1 1 3 2 2 3
24 Competitive Analysis complete and distributed for use X X X Neall Dana 2 3 3 3 3 3 3
1 Design changed to solve delam issue  long‐term X X X X X Susan David R 3 2 3
12
30 parts sourced in U.S.; completed plan for managing 
China‐sourced parts
X X X X X X Susan Shannon 3 3 2 2
13
Warehouse laid out; kanban revised; Syspro 
implemented
X X X Susan Shannon 3
14 Lay out complete; equipment installed X X X Susan David R 3 3
X = Planned
2013 Priorities
2013 Goals & Objectives
4. Improve morale (metric TBD).
2. Achieve 50% gross margin. Created: 01‐14‐13
Revised: 
Level of Effort/Involvement Required
Priority Goal or Measurable Objective Exec Owner
Plan review dates:
Tactical 
Owner
● =  Actual
< Company Name >
Contentremoved for confidentiality 
© 2013 The Karen Martin Group, Inc.
Tie Improvement to Annual Strategy Deployment Plan
ABC Company

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