Recorded webinar: http://slidesha.re/1jKwkjg
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Karen’s Books: http://ksmartin.com/books
In today's world of rapid change, it's increasingly important for organizations to build rapid problem-solving and execution capabilities.
In this webinar, you'll learn how to use Kaizen Events (aka Rapid Improvement Events) and the elements of Kaizen Events to not only get fast results, but to also change organizational paradigms and behaviors.
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
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
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:
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
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