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




                  Webinar
             September 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




                                                     www.ksmartin.com

  Just released     2nd Edition 
                   October 2012
1. Raise your hand – you 
   will be un‐muted and 
   can ask verbally.


2. Type your question into 
   the question log.




                              3
Kaizen



   Kai = Change Zen = Good


Continuous Improvement
   4
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 Osterling
                       The Kaizen Event Planner




                                                    5
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


                                                    6
Energy Crisis: Widespread Disengagement




                                          7
Well‐executed Kaizen Events Engage 
                                    the Workforce




© Karen Martin & Associates, LLC
Engagement Drivers: The Three C’s 


                                         Connection




                                   Control       Creativity



© Karen Martin & Associates, LLC                              9
Establishing the conditions for full engagement: 
The workforce designs how work should be done.




                                                     10
Avoid 
                                    “Drive‐by” 
                                   Kaizen Events


                                                   11
© Karen Martin & Associates, LLC
Work: Degrees of Granularity

 Rooftop
   View                        Value     Value Stream
                               Stream        Map
(Strategic)



                     Process   Process    Process


  In the
 Weeds                                   Metrics-Based
              Step    Step      Step     Process Map
(Tactical)


                                                    12
Improvement Roles

               Who?        Scope of Authority      Means
Strategic



             Leadership   “What has to happen”   Value Stream
                                                 Mapping

              Middle
            Management
Tactical




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

                                                                  13
Value 
Stream 
Mapping
          Kaizen 
          Events




                    14
VSM Promotes Systems Thinking




 System Efficiency = 
Optimal Value Stream 
    Performance 



                   Individual Efficiency =    
                     Sub‐optimization




                                                 15
16
17
Discharge Process
                   Projected Results
                   Current     Projected          %
     Metric         State     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
                     20%         70%            250%
Pass Yield
                               9,581 hrs
Freed capacity        ---                        ---
                               = 5 FTEs




                                                           18
5-Day Kaizen: Typical Structure
                  Kick‐off
Day 1 & 2         Analyze current state 
  (Plan)          Perform root cause analysis
                  Design future state
                  Interim briefing
                  Design & test improvements
Day 3 & 4         Obtain buy‐in
  (Do, Study)     Interim briefing
Day 5             Finalize improvements
  (Study, Adjust) Train process workers & stakeholders
                  Present results
                  CELEBRATE!
                                                         19
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…?”


                                                                            20
Micro‐PDSA Cycle   • Create charter
                   • Handle logistics – space, food, 
                     gift of appreciation, equipment, 
                     supplies, etc.
                   • Schedule briefings
                   • Communicate the event
                   • Collect relevant data




                                                         21
Clarifying the PDSA Cycle

                     Phase                             Detailed Steps

                                                                                                    New 
                                       1.  Define and break down the  problem.
                                                                                                  Problem
50‐80%                                 2.  Grasp the current condition.
 of the                  Develop 
             Plan                      3.  Set a target condition.
 total                  Hypothesis

                                       4.  Conduct root cause & gap analysis.
  time
                                                                                          Continuous 
                                       5.  Identify potential countermeasures.           Improvement

                                       6.  Develop & test countermeasure(s)

                          Conduct 
              Do                     7.  Refine and finalize countermeasure(s).
                        Experiment

                                       8.  Implement countermeasure(s).

                         Evaluate 
             Study                     9.  Measure process performance.
                          Results

                                     10. Refine, standardize, & stabilize the process.
                           Refine 
            Adjust      Standardize  11. Monitor process performance.
                          Stabilize
                                     12.  Reflect & share learning.


       From The Outstanding Organization, Karen Martin (McGraw‐Hill, 2012)                                  22
Kaizen Event Charter
                          Event Scope                                         Leadership                                         Schedule
      Value Stream
                                                         Executive Sponsor                                           Dates
       Event Name
                                                               Value Stream                                     Start & End
Specific Conditions
                                                                  Champion                                            Times

    Process Trigger                                                 Facilitator                                   Location

         First Step                                                                                                 Interim
                                                                    Team Lead
          Last Step                                                                                               Briefings
                                                                                                                 Workforce
Event Boundaries &                                                                                                Training
                                                          Event Coordinator
        Limitations                                                                                                   Final
                                                                                                               Presentation
             Event Drivers / Current State Issues                                               Team Members
1                                                                         Function                      Name                        Contact Information
2                                                        1
3                                                        2
4                                                        3
5                                                        4
                  Event Goals and Objectives             5
1                                                        6
2                                                        7
3                                                        8
4                                                        9
5                                                       10
                      Potential Deliverables                                                    On-Call Support
1                                                                         Function                      Name                        Contact Information
2                                                        1
3                                                        2
4                                                        3
5                                                        4
                       Possible Obstacles                                                          Approvals
1                                                               Executive Sponsor              Value Stream Champion                       Facilitator
2
3                                                      Signature:                          Signature:                         Signature:
4                                                      Date:                               Date:                              Date:
Kaizen Event Charter
                          Event Scope                                         Leadership                                         Schedule
      Value Stream
                                                         Executive Sponsor                                           Dates
       Event Name
                                                               Value Stream                                     Start & End
Specific Conditions
                                                                  Champion                                            Times

    Process Trigger                                                 Facilitator                                   Location

         First Step                                                                                                 Interim
                                                                    Team Lead
          Last Step                                                                                               Briefings
                                                                                                                 Workforce
Event Boundaries &                                                                                                Training
                                                          Event Coordinator
        Limitations                                                                                                   Final
                                                                                                               Presentation
             Event Drivers / Current State Issues                                               Team Members
1                                                                         Function                      Name                        Contact Information
2                                                        1
3                                                        2
4                                                        3
5                                                        4
                  Event Goals and Objectives             5
1                                                        6
2                                                        7
3                                                        8
4                                                        9
5                                                       10
                      Potential Deliverables                                                    On-Call Support
1                                                                         Function                      Name                        Contact Information
2                                                        1
3                                                        2
4                                                        3
5                                                        4
                       Possible Obstacles                                                          Approvals
1                                                               Executive Sponsor              Value Stream Champion                       Facilitator
2
3                                                      Signature:                          Signature:                         Signature:
4                                                      Date:                               Date:                              Date:
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.

                                    25
Narrowing the Scope: Example

                                 Units


              Domestic        Consumables
                                              Warranty
                              Service Parts
                                               Non-
  Order                                       Warranty
Fulfillment
 Process
                                 Units

              International   Consumables
                                              Warranty
                              Service Parts
                                               Non-
                                              Warranty
Kaizen Event Charter
                          Event Scope                                         Leadership                                         Schedule
      Value Stream
                                                         Executive Sponsor                                           Dates
       Event Name
                                                               Value Stream                                     Start & End
Specific Conditions
                                                                  Champion                                            Times

    Process Trigger                                                 Facilitator                                   Location

         First Step                                                                                                 Interim
                                                                    Team Lead
          Last Step                                                                                               Briefings
                                                                                                                 Workforce
Event Boundaries &                                                                                                Training
                                                          Event Coordinator
        Limitations                                                                                                   Final
                                                                                                               Presentation
             Event Drivers / Current State Issues                                               Team Members
1                                                                         Function                      Name                        Contact Information
2                                                        1
3                                                        2
4                                                        3



                                                                    No more than 10!
5                                                        4
                  Event Goals and Objectives             5
1                                                        6
2                                                        7
3                                                        8
4                                                        9
5                                                       10
                      Potential Deliverables                                                    On-Call Support
1                                                                         Function                      Name                        Contact Information
2                                                        1
3                                                        2
4                                                        3
5                                                        4
                       Possible Obstacles                                                          Approvals
1                                                               Executive Sponsor              Value Stream Champion                       Facilitator
2
3                                                      Signature:                          Signature:                         Signature:
4                                                      Date:                               Date:                              Date:
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)

                                                  28
Kaizen Event
                               Team Formation Worksheet
         Executive Sponsor                               Event Name
     Value Stream Champion                               Event Dates
                 Facilitator                               First Step
                                                           Last Step
                                                               Role in Target Process
                                                                                     Subject         No
                                             Upstream     Process       Downstream    Matter   Involvement
         Department             Work Group   Suppliers    Workers        Customers   Experts     or Impact
1
2
3
4
5
6
7
8
9
10
11
12
Kaizen Event Charter
                          Event Scope                                         Leadership                                         Schedule
      Value Stream
                                                         Executive Sponsor                                           Dates
       Event Name
                                                               Value Stream                                     Start & End
Specific Conditions
                                                                  Champion                                            Times

    Process Trigger                                                 Facilitator                                   Location

         First Step                                                                                                 Interim
                                                                    Team Lead
          Last Step                                                                                               Briefings
                                                                                                                 Workforce
Event Boundaries &                                                                                                Training
                                                          Event Coordinator
        Limitations                                                                                                   Final
                                                                                                               Presentation
             Event Drivers / Current State Issues                                               Team Members
1                                                                         Function                      Name                        Contact Information
2                                                        1
3                                                        2
4                                                        3
5                                                        4
                  Event Goals and Objectives             5
1                                                        6
2                                                        7
3                                                        8
4                                                        9
5                                                       10
                      Potential Deliverables                                                    On-Call Support
1                                                                         Function                      Name                        Contact Information
2                                                        1
3                                                        2
4                                                        3
5                                                        4
                       Possible Obstacles                                                          Approvals
1                                                               Executive Sponsor              Value Stream Champion                       Facilitator
2
3                                                      Signature:                          Signature:                         Signature:
4                                                      Date:                               Date:                              Date:
Kaizen Event Charter
                          Event Scope                                         Leadership                                         Schedule
      Value Stream
                                                         Executive Sponsor                                           Dates
       Event Name
                                                               Value Stream                                     Start & End
Specific Conditions
                                                                  Champion                                            Times

    Process Trigger                                                 Facilitator                                   Location

         First Step                                                                                                 Interim
                                                                    Team Lead
          Last Step                                                                                               Briefings
                                                                                                                 Workforce
Event Boundaries &                                                                                                Training
                                                          Event Coordinator
        Limitations                                                                                                   Final
                                                                                                               Presentation
             Event Drivers / Current State Issues                                               Team Members
1                                                                         Function                      Name                        Contact Information
2                                                        1
3                                                        2
4                                                        3
5                                                        4
                  Event Goals and Objectives             5
1                                                        6
2                                                        7
3                                                        8
4                                                        9
5                                                       10
                      Potential Deliverables                                                    On-Call Support
1                                                                         Function                      Name                        Contact Information
2                                                        1
3                                                        2
4                                                        3
5                                                        4
                       Possible Obstacles                                                          Approvals
1                                                               Executive Sponsor              Value Stream Champion                       Facilitator
2
3                                                      Signature:                          Signature:                         Signature:
4                                                      Date:                               Date:                              Date:
Facilitator Role

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

                                  32
Typical Team Evolution

          Adjourn 
          (Mourn)                Perform


                     Norm


          Storm


Form
                        Bruce Tuckman, 1965
                                              33
Preparation & Logistics
                                                                          Kaizen Event
                                                                       Planning Checklist
    Executive
                                                                                                                         Event Name
     Sponsor
 Value Stream
                                                                                                                     Event Start Date
    Champion
      Facilitator                                                                                                        Coordinator

                                                                                                              Due
                                                           Activity
                                                                                                              Date
                                                                                                                         Owner          Comments

4 Weeks Prior
3 Weeks Prior
 11                 Finalize Kaizen Event charter and gain approval.

 12                 Distribute approved Kaizen Event charter.
                    Review Event scope and determine which current state data and metrics needs to be
 13                 collected and assign accountability (e.g. volumes, metrics, service levels, survey
                    results, etc.).
                    Identify potential functions / individuals that may need to receive training on the
 14                 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).
                    Identify potential on-call resources (people and/or supplies) and time commitment
 16
                    required of those resources.
                    Send communication to area staff, as well as "involved" internal customers & suppliers,
 17
                    advising of upcoming Kaizen Event.
                    Post Kaizen Event charter. Solicit improvement ideas from stakeholders (include
 18
                    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.
Micro‐PDSA Cycle


                   • Kick off
                   • Thoroughly 
                     understand the 
                     current state 
                     (including root 
                     cause analysis)
                   • Determine 
                     appropriate 
                     countermeasures




                                    35
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.                     36
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)

                                           37
Metrics-Based Process Mapping
Root Cause Analysis




 Do you THINK or do you KNOW?

                                39
PACE Improvement Prioritization Grid
                                                    9                       22            17
                                                              23
                                                                        8             3         21
                                    Easy
                                                                   10                                               4       Kaizen Event –
                                                        13
                                                    5                                                                       Focus on “Easy” 
                                                                                 15                                         & High Benefit 
           Ease of Implementation



                                                                            20
                                                                                                                            Improvements
                                                                                                     14
                                                                                           19                           1
                                                             16

                                                7                       6




                                                2                                 11                           18

                                                                                                          12
                                    Difficult




                                                Low                                                             High
© Karen Martin & Associates, LLC
                                                                    Anticipated Benefit
Building a Lean Enterprise




Flow‐Enabling 
    Tools
   Process 
 Stabilization 
    Tools
Micro‐PDSA Cycle




• Assess results
    What do others think?
    Does the improvement solve 
      the problem?
    Does it need to be tweaked?
                                   42
Standard Work Job Aid Criteria

• Simple
• Visual
• Physical
• Posted at 
point of use
• Created by 
people who 
do the work 
and tested by 
others
Standardize & Error-Proof




                            44
Checklists assure 
 all critical tasks 
are done within 
      defined 
   timeframes
Micro‐PDSA Cycle



• Refine as needed
• Implement (train 
  staff)




                                         46
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)

                                                         47
Sustainability Plan
                                                Sustainability Plan                                                                                                                            Monitoring / Measurement
          Executive Sponsor                                                              Event Name                                                             Requirement                                                             Plan
     Value Stream Champion                                                               Event Dates
                  Facilitator                                                         "Go Live" Date                                        Identify process owner.                                 Who has ultimate responsibility for how process is performing?
                 Team Lead                                                        "Go Live" Location
           30-Day Audit Date                                                       60-Day Audit Date
                                                                                                                                            Observe process one day after event is over. Talk with Which Kaizen team member(s) will observe the process? How will they
                                                      Communication / Training
                                                                                                                                            workers, assure they understand how process should communicate results? Who is responsible for adjusting the process, if
                     Requirement                                                                Plan                                        be performed; see if there are problems.               needed?

Provide training for those who missed initial training.    Who will deliver it and when?
                                                                                                                                            Put in place key metrics to measure process
                                                                                                                                                                                                    Who is responsible for finalizing process performance metrics and by when?
                                                                                                                                            performance; post performance.
                                                            Who leads identification of training that need to be updated (ongoing and for
Integrate new process into ongoing department training.
                                                           new employees), when will training be in place?                                  Observe process one week after event is over. Talk       Which team member(s) will observe the process? When? How will they
                                                                                                                                            with workers, assure they understand how process        communicate results? Who is responsible for adjusting the process, if
                                                                                                                                            should be performed; see if there are problems.         needed?
Update Value Stream Map.                                   Which value stream map(s) need to updated, who will do it and when?
                                                                                                                                                                                                     Will there be rewards / recognition for sustaining improvements? What will
                                                                                                                                            Define corrective actions required if new process not
                                                                                                                                                                                                    corrective actions be if workers are not following new process? Who will
                                                                                                                                            being followed (rewards and consequences).
Update training records to reflect who has been trained. Who maintains training records?                                                                                                            enforce these rewards/consequences?

                                                                                                                                            Monitor process performance frequently; post results     Who monitors process performance on an ongoing basis? Who
Communicate to affected parties who were not advised
during event.
                                                     Who communicates? How? To whom?                                                        put continuous improvement plans in place.              communicates the results? When, to whom, in what format?

                                                                                                                                                                                                     Who will lead audit & when? How will results be communicated? To whom?
Post the Event Report, 30-Day List, Sustainability Plan.   Who is accountable? Where posted?                                                Conduct 30-day audit.                                   How will the process be adjusted, if needed? What's the plan for continuous
                                                                                                                                                                                                    improvement?
Update SOPs and other ISO or regulatory documents
                                                           Who identifies relevant documentation? Who updates it? By when?
                                                                                                                                                                                                     Who will lead audit & when? How will results be communicated? To whom?
impacted by changes.                                                                                                                        Conduct 60-day audit.                                   How will the process be adjusted, if needed? What's the plan for continuous
                                                                                                                                                                                                    improvement?
Communicate and post 30-day and 60-day audit
                                                           Who communicates? How? To whom? Where posted?
results.


Communicate audit results to stakeholders and
                                                           Who communicates? Via what medium?
leadership team.


Communicate process performance measurement                 How is process performance going to be communicated to workers? Are
plan.                                                      additional visuals needed? Who owns this activity?




                                                                                                                                                               Value Stream Champion                                                    Process Owner
                                                                                                                                                      Name                                                                Name
                                                                                                                                                 Signature                                                            Signature
                                                                                                                                                       Date                                                                Date
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).


© Karen Martin & Associates, LLC                             49
Spell-check Sheet
                                               Kaizen Event
                                                30-Day List
               Executive Sponsor                                          Event Name
          Value Stream Champion                                           Event Dates
                       Facilitator
                      Team Lead
                                                                  Due
                         Action Item   Owner    Owner's Manager          Progress       Comments
                                                                  Date
                                                                          4   1
1
                                                                          3   2
                                                                                                   Progress Key
                                                                          4   1
                                                                                                       4   1
2
                                                                          3   2                        3   2
                                                                          4   1
3                                                                                                   0% Complete
                                                                          3   2

                                                                          4   1
4                                                                                                      4
                                                                          3   2

                                                                          4   1                        3   2
5
                                                                          3   2
                                                                                                   25% Complete
                                                                          4   1
6
                                                                          3   2

                                                                          4   1                        4
7
                                                                          3   2                        3
                                                                          4   1
8                                                                                                  50% Complete
                                                                          3   2

                                                                          4   1
9                                                                                                      4
                                                                          3   2

                                                                          4   1
10
                                                                          3   2
                                                                                                   75% Complete
                                                                          4   1
11
                                                                          3   2

                                                                          4   1
12
                                                                          3   2

                                                                          4   1
13                                                                                                 100% Complete
                                                                          3   2

                                                                          4   1
14
                                                                          3   2

                                                                          4   1
15
                                                                          3   2
                                                                                                                  50
Karen Martin, Principal
        7770 Regents Road #635
          San Diego, CA 92122
             858.677.6799

          ksm@ksmartin.com
       Twitter: @karenmartinopex

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




                                                     51
Resources




Just released!                2nd Edition 
                             October 2012

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

  • 2.  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 www.ksmartin.com Just released 2nd Edition  October 2012
  • 3. 1. Raise your hand – you  will be un‐muted and  can ask verbally. 2. Type your question into  the question log. 3
  • 4. Kaizen Kai = Change Zen = Good Continuous Improvement 4
  • 5. 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 Osterling The Kaizen Event Planner 5
  • 6. 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 6
  • 8. Well‐executed Kaizen Events Engage  the Workforce © Karen Martin & Associates, LLC
  • 9. Engagement Drivers: The Three C’s  Connection Control Creativity © Karen Martin & Associates, LLC 9
  • 11. Avoid  “Drive‐by”  Kaizen Events 11 © Karen Martin & Associates, LLC
  • 12. Work: Degrees of Granularity Rooftop View Value Value Stream Stream Map (Strategic) Process Process Process In the Weeds Metrics-Based Step Step Step Process Map (Tactical) 12
  • 13. Improvement Roles Who? Scope of Authority Means Strategic Leadership “What has to happen” Value Stream Mapping Middle Management Tactical Frontlines “How it will happen” Kaizen Events, Just-do-its, and Projects 13
  • 14. Value  Stream  Mapping Kaizen  Events 14
  • 15. VSM Promotes Systems Thinking System Efficiency =  Optimal Value Stream  Performance  Individual Efficiency =     Sub‐optimization 15
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  • 18. Discharge Process Projected Results Current Projected % Metric State 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 20% 70% 250% Pass Yield 9,581 hrs Freed capacity --- --- = 5 FTEs 18
  • 19. 5-Day Kaizen: Typical Structure Kick‐off Day 1 & 2 Analyze current state  (Plan) Perform root cause analysis Design future state Interim briefing Design & test improvements Day 3 & 4 Obtain buy‐in (Do, Study) Interim briefing Day 5 Finalize improvements (Study, Adjust) Train process workers & stakeholders Present results CELEBRATE! 19
  • 20. 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…?” 20
  • 21. Micro‐PDSA Cycle • Create charter • Handle logistics – space, food,  gift of appreciation, equipment,  supplies, etc. • Schedule briefings • Communicate the event • Collect relevant data 21
  • 22. Clarifying the PDSA Cycle Phase Detailed Steps New    1.  Define and break down the  problem. Problem 50‐80%    2.  Grasp the current condition. of the  Develop  Plan   3.  Set a target condition. total  Hypothesis   4.  Conduct root cause & gap analysis. time Continuous    5.  Identify potential countermeasures. Improvement   6.  Develop & test countermeasure(s) Conduct  Do   7.  Refine and finalize countermeasure(s). Experiment   8.  Implement countermeasure(s). Evaluate  Study   9.  Measure process performance. Results 10. Refine, standardize, & stabilize the process. Refine  Adjust Standardize  11. Monitor process performance. Stabilize 12.  Reflect & share learning. From The Outstanding Organization, Karen Martin (McGraw‐Hill, 2012) 22
  • 23. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & End Specific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings Workforce Event Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Event Goals and Objectives 5 1 6 2 7 3 8 4 9 5 10 Potential Deliverables On-Call Support 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Possible Obstacles Approvals 1 Executive Sponsor Value Stream Champion Facilitator 2 3 Signature: Signature: Signature: 4 Date: Date: Date:
  • 24. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & End Specific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings Workforce Event Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Event Goals and Objectives 5 1 6 2 7 3 8 4 9 5 10 Potential Deliverables On-Call Support 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Possible Obstacles Approvals 1 Executive Sponsor Value Stream Champion Facilitator 2 3 Signature: Signature: Signature: 4 Date: Date: Date:
  • 25. 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. 25
  • 26. Narrowing the Scope: Example Units Domestic Consumables Warranty Service Parts Non- Order Warranty Fulfillment Process Units International Consumables Warranty Service Parts Non- Warranty
  • 27. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & End Specific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings Workforce Event Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members 1 Function Name Contact Information 2 1 3 2 4 3 No more than 10! 5 4 Event Goals and Objectives 5 1 6 2 7 3 8 4 9 5 10 Potential Deliverables On-Call Support 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Possible Obstacles Approvals 1 Executive Sponsor Value Stream Champion Facilitator 2 3 Signature: Signature: Signature: 4 Date: Date: Date:
  • 28. 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) 28
  • 29. Kaizen Event Team Formation Worksheet Executive Sponsor Event Name Value Stream Champion Event Dates Facilitator First Step Last Step Role in Target Process Subject No Upstream Process Downstream Matter Involvement Department Work Group Suppliers Workers Customers Experts or Impact 1 2 3 4 5 6 7 8 9 10 11 12
  • 30. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & End Specific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings Workforce Event Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Event Goals and Objectives 5 1 6 2 7 3 8 4 9 5 10 Potential Deliverables On-Call Support 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Possible Obstacles Approvals 1 Executive Sponsor Value Stream Champion Facilitator 2 3 Signature: Signature: Signature: 4 Date: Date: Date:
  • 31. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & End Specific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings Workforce Event Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Event Goals and Objectives 5 1 6 2 7 3 8 4 9 5 10 Potential Deliverables On-Call Support 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Possible Obstacles Approvals 1 Executive Sponsor Value Stream Champion Facilitator 2 3 Signature: Signature: Signature: 4 Date: Date: Date:
  • 32. Facilitator Role • Teacher • Coach • Motivator • Challenger • Provocateur • Obstacle eliminator • Mediator • Time keeper 32
  • 33. Typical Team Evolution Adjourn  (Mourn) Perform Norm Storm Form Bruce Tuckman, 1965 33
  • 34. Preparation & Logistics Kaizen Event Planning Checklist Executive Event Name Sponsor Value Stream Event Start Date Champion Facilitator Coordinator Due  Activity Date Owner Comments 4 Weeks Prior 3 Weeks Prior 11 Finalize Kaizen Event charter and gain approval. 12 Distribute approved Kaizen Event charter. Review Event scope and determine which current state data and metrics needs to be 13 collected and assign accountability (e.g. volumes, metrics, service levels, survey results, etc.). Identify potential functions / individuals that may need to receive training on the 14 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). Identify potential on-call resources (people and/or supplies) and time commitment 16 required of those resources. Send communication to area staff, as well as "involved" internal customers & suppliers, 17 advising of upcoming Kaizen Event. Post Kaizen Event charter. Solicit improvement ideas from stakeholders (include 18 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.
  • 35. Micro‐PDSA Cycle • Kick off • Thoroughly  understand the  current state  (including root  cause analysis) • Determine  appropriate  countermeasures 35
  • 36. 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. 36
  • 37. 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) 37
  • 39. Root Cause Analysis Do you THINK or do you KNOW? 39
  • 40. PACE Improvement Prioritization Grid 9 22 17 23 8 3 21 Easy 10 4 Kaizen Event – 13 5 Focus on “Easy”  15 & High Benefit  Ease of Implementation 20 Improvements 14 19 1 16 7 6 2 11 18 12 Difficult Low High © Karen Martin & Associates, LLC Anticipated Benefit
  • 41. Building a Lean Enterprise Flow‐Enabling  Tools Process  Stabilization  Tools
  • 42. Micro‐PDSA Cycle • Assess results  What do others think?  Does the improvement solve  the problem?  Does it need to be tweaked? 42
  • 43. Standard Work Job Aid Criteria • Simple • Visual • Physical • Posted at  point of use • Created by  people who  do the work  and tested by  others
  • 47. 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) 47
  • 48. Sustainability Plan Sustainability Plan Monitoring / Measurement Executive Sponsor Event Name Requirement Plan Value Stream Champion Event Dates Facilitator "Go Live" Date Identify process owner. Who has ultimate responsibility for how process is performing? Team Lead "Go Live" Location 30-Day Audit Date 60-Day Audit Date Observe process one day after event is over. Talk with Which Kaizen team member(s) will observe the process? How will they Communication / Training workers, assure they understand how process should communicate results? Who is responsible for adjusting the process, if Requirement Plan be performed; see if there are problems. needed? Provide training for those who missed initial training. Who will deliver it and when? Put in place key metrics to measure process Who is responsible for finalizing process performance metrics and by when? performance; post performance. Who leads identification of training that need to be updated (ongoing and for Integrate new process into ongoing department training. new employees), when will training be in place? Observe process one week after event is over. Talk Which team member(s) will observe the process? When? How will they with workers, assure they understand how process communicate results? Who is responsible for adjusting the process, if should be performed; see if there are problems. needed? Update Value Stream Map. Which value stream map(s) need to updated, who will do it and when? Will there be rewards / recognition for sustaining improvements? What will Define corrective actions required if new process not corrective actions be if workers are not following new process? Who will being followed (rewards and consequences). Update training records to reflect who has been trained. Who maintains training records? enforce these rewards/consequences? Monitor process performance frequently; post results Who monitors process performance on an ongoing basis? Who Communicate to affected parties who were not advised during event. Who communicates? How? To whom? put continuous improvement plans in place. communicates the results? When, to whom, in what format? Who will lead audit & when? How will results be communicated? To whom? Post the Event Report, 30-Day List, Sustainability Plan. Who is accountable? Where posted? Conduct 30-day audit. How will the process be adjusted, if needed? What's the plan for continuous improvement? Update SOPs and other ISO or regulatory documents Who identifies relevant documentation? Who updates it? By when? Who will lead audit & when? How will results be communicated? To whom? impacted by changes. Conduct 60-day audit. How will the process be adjusted, if needed? What's the plan for continuous improvement? Communicate and post 30-day and 60-day audit Who communicates? How? To whom? Where posted? results. Communicate audit results to stakeholders and Who communicates? Via what medium? leadership team. Communicate process performance measurement How is process performance going to be communicated to workers? Are plan. additional visuals needed? Who owns this activity? Value Stream Champion Process Owner Name Name Signature Signature Date Date
  • 49. 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). © Karen Martin & Associates, LLC 49
  • 50. Spell-check Sheet Kaizen Event 30-Day List Executive Sponsor Event Name Value Stream Champion Event Dates Facilitator Team Lead Due Action Item Owner Owner's Manager Progress Comments Date 4 1 1 3 2 Progress Key 4 1 4 1 2 3 2 3 2 4 1 3 0% Complete 3 2 4 1 4 4 3 2 4 1 3 2 5 3 2 25% Complete 4 1 6 3 2 4 1 4 7 3 2 3 4 1 8 50% Complete 3 2 4 1 9 4 3 2 4 1 10 3 2 75% Complete 4 1 11 3 2 4 1 12 3 2 4 1 13 100% Complete 3 2 4 1 14 3 2 4 1 15 3 2 50
  • 51. Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Twitter: @karenmartinopex Blog and/or newsletter: www.ksmartin.com/subscribe 51
  • 52. Resources Just released! 2nd Edition  October 2012