What is Kaizen
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A high overview of what a Kaizen event is intended to be
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What is Kaizen
- 1. Kaizen Event
- 2. What is a Kaizen Event • Focus on step-by-step process • From Status Quo to ‘Ideal’ state • Collaborative problem solving • Action Plan for immediate implementation
- 3. Culture eats strategy for breakfast “To say you have no choice is to relieve yourself of responsibility.” ― Patrick Ness
- 4. Culture eats strategy for breakfast “To say you have no choice is to relieve yourself of responsibility.” ― Patrick Ness You don't get credit for how hard it was to NOT produce results.
- 5. Safeway’s culture is • Problem identification • ‘NIMBY’ or “Not my responsibility” • Firefighters and Heros. “You can get discouraged many times, but you are not a failure until you begin to blame somebody else and stop trying.” ― John Burroughs
- 6. Cause and effect define the problem Policies Environment Procedures People Inputs
- 7. Cause and effect define the problem Output Policies Environment Procedures People Inputs Step 3 Step 2 Step 1
- 8. Cause and effect define the problem Output Policies Environment Procedures People Inputs “a problem well put is half solved.” ― John Dewey Step 3 Step 2 Step 1
- 9. Cause and effect define the problem Policies Environment Procedures People Inputs “a problem well put is half solved.” ― John Dewey Step 3 Step 2 Step 1 Step 3 Step 2 Step 1
- 10. Cause and effect define the problem Policies Environment Procedures People Inputs “a problem well put is half solved.” ― John Dewey Step 3 Step 2 Step 1 Step 3 Step 2 Step 1 Kaizen
- 11. From Problem solving To solution implementation. • Learn from mistakes, rather than blame. • Own the problem by providing solutions, not excuses. • Focus on the future, and communicate what success is.
- 12. From Problem solving To solution implementation. • Learn from mistakes, rather than blame. • Own the problem by providing solutions, not excuses. • Focus on the future, and communicate what success is. “Responsibility is a unique concept... You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you... If responsibility is rightfully yours, no evasion, or ignorance or passing the blame can shift the burden to someone else. ” ― Hyman G. Rickover
- 13. Process Focus Issues Inputs Process Outputs Customer External force Environment & Policies
- 14. Process Focus Issues Inputs Process Outputs Customer External force Environment & Policies
- 15. Process Focus Issues Inputs Process Outputs Customer Process IS: • Who does it External force Environment & Policies
- 16. Process Focus Issues Inputs Process Outputs Customer Process IS: • Who does it • What gets done External force Environment & Policies
- 17. Process Focus Issues Inputs Process Outputs Customer Process IS: • Who does it • What gets done • When it gets done External force Environment & Policies
- 18. Process Focus Issues Inputs Process Outputs Customer External force Environment & Policies Dependent systems Kaizen Reliable & useable
- 19. Process Focus Issues Inputs Process Outputs Customer External force Environment & Policies Dependent systems Kaizen Reliable & useable
- 20. Process Focus Issues Inputs Process Outputs Customer External force Environment & Policies Dependent systems Kaizen Reliable & Reusable?
- 21. Metrics make it stick Needs Drivers Requirements Metrics # Met? On time? Right person? Results
- 22. Current Metrics Needs Drivers Requirements Metrics Prevent cyber attack ??? Service level agreements ??? ??? Uptime ??? ??? % valid threats ??? ??? ??? # Met? On time? Right person? Results
- 23. Metrics that work* Needs Drivers Requirements Metrics Prevent cyber attack Security of network Service level agreements Ave. response time < XX hours Stability of infrastructure Uptime 90% uptime for XXX users % valid threat vs. noise # of valid threats detected per week/month/qrtr. # of valid threats eliminated per week/month/qrtr. # Met? On time? Right person? Results * These are my best guestimates, not actuals General success Specific results
- 24. Misconceptions • 24/7 • Dependencies vs. Silo • Organization vs. Firefighters • Solutions vs. Blame
- 25. Continuous monitoring You don't get credit for how hard it was to NOT produce results. In the end only results matter, because only results can be measured.
- 26. Feedback (Kaizen) makes it better IT will not be solved the first time.
- 27. Feedback (Kaizen) makes it better IT will not be solved the first time. Monitoring metrics help us pinpoint what.
- 28. Feedback (Kaizen) makes it better IT will not be solved the first time. Monitoring metrics help us pinpoint what. Process defines when.
- 29. Feedback (Kaizen) makes it better IT will not be solved the first time. Monitoring metrics help us pinpoint what. Process defines when. Accountability defines who.
- 30. Next steps • Define the current process – Responsible roles – Metrics for measurement – Communication requirements • Commitments from you & your direct reports • Communication of expectations/outcomes from Kaizen event.
Editor's Notes
- What is a Kaizen event. First and foremost, what is the definition of Kaizen. It is “Japanese business philosophy of continuous improvement of working practices, personal efficiency, etc.” Otherwise known as Continual feedback, and it is commonly a part of SixSigma and Lean SixSigma for process improvement. (I am paraphrasing here. This is a overly generalized definition.)
- The core tenets of a Kaizen event is to improve a process, and to focus on the current state of the process to collaboratively find solutions. It begins with outlining, and defining the process flow for a very small slice of a process. It is narrowly focused on a specific event or specific process so that it can be immediately implemented. If the attempt to resolve a process is to broad it would not allow for immediate implementation. Kaizen is small incremental changes in small systems to benefit the whole. It idea being that by garnering feedback from the people involved with the daily process, the whole organization will benefit.
- As order takers, you still have a responsibility for the quality of your work. You make the choice to provide good quality work that encompasses the whole and takes into consideration its dependencies and impacts.
- From problem solving to solution implementation By reliving yourself of responsibility – there is no team. There is no collaboration, there is no need to follow-up because you are not focused on the long term. “The fire is out. I did my job. Let someone else figure out how to rebuild, because it’s not my problem.” It’s destructive because you don’t own your performance. You can never reap the rewards of your labor if you never step up and own it. Problem identification is not bad in-and-of itself. However, if individual contributors are rewarded for only pointing out the failures and reasons why (excuses) for why it can’t get done in the future, what is the impetus for engaging a solution?
- The inputs include your people, procedures, environment and policies. Not pictured are communication, (or lack thereof) market constraints, client demands, etc. Regardless, these items are far to large to address with a Kaizen event. The reason why is the output isn’t measurable without understanding the process that all of these forces must pass through. The process is there to help eliminate many of the inputs that cannot be controlled.
- The inputs include your people, procedures, environment and policies. Not pictured are communication, (or lack thereof) market constraints, client demands, etc. Regardless, these items are far to large to address with a Kaizen event. The reason why is the output isn’t measurable without understanding the process that all of these forces must pass through. The process is there to help eliminate many of the inputs that cannot be controlled. All of your inputs will and must pass through a process to result in a specific output/outcome. That is why we focus on the process.
- The causes for the problems help to define the bigger picture. All of the inputs goes through a process, therefore we need to focus on the process rather than the individual inputs.
- By focusing the discreet steps within the process, you can see if there is a specific piece that can be adjusted to impact the outcomes/outputs. This also tends to happen on a human scale, which means it is easily identifiable, and is easily changed.
- That’s where Kaizen helps to define the process, find the roadblocks/wrenches and then remove them to help optimize performance.
- If you are responsible for getting something done and it doesn’t get done, own it. You are the doer, tasked with completing a checklist Own the problem by suggesting a solution as to how to do it better. If you aren’t the doer –how YOU help the doer get obstructions out of their way Doing it better means you learn from your mistakes and that you are accountable for future successes.
- If you are responsible for getting something done and it doesn’t get done, own it. You are the doer, tasked with completing a checklist Own the problem by suggesting a solution as to how to do it better. If you aren’t the doer –how YOU help the doer get obstructions out of their way Doing it better means you learn from your mistakes and that you are accountable for future successes. Hyman G. Rickover - known as the "Father of the Nuclear Navy", was a four-star admiral of the United States Navy [64 years of service 1918–1982 (includes academy years)]
- The process allows for the narrow slice so that we don’t get bogged down in shoulda-woulda-coulda. The intent here is to piece out the current state of who what and when so that we can come to an agreement on the why. Once we’ve defined the “Why” together through cause and effect, then we can move on to defining the metrics.
- The process allows for the narrow slice so that we don’t get bogged down in shoulda-woulda-coulda. The intent here is to piece out the current state of who what and when so that we can come to an agreement on the why. Once we’ve defined the “Why” together through cause and effect, then we can move on to defining the metrics. The inputs are the why it happens, which is important – but TOO large to address within the scope of a Kaizen event.
- The process allows for the narrow slice so that we don’t get bogged down in shoulda-woulda-coulda. The intent here is to piece out the current state of who what and when so that we can come to an agreement on the why. Once we’ve defined the “Why” together through cause and effect, then we can move on to defining the metrics. The inputs are the why it happens, which is important – but TOO large to address within the scope of a Kaizen event. Process is easy because, normally 1 or two people own it. This helps to identify responsibility (not for punitive purposes.)
- The process allows for the narrow slice so that we don’t get bogged down in shoulda-woulda-coulda. The intent here is to piece out the current state of who what and when so that we can come to an agreement on the why. Once we’ve defined the “Why” together through cause and effect, then we can move on to defining the metrics. The inputs are the why it happens, which is important – but TOO large to address within the scope of a Kaizen event. Process is easy because, normally 1 or two people own it. This helps to identify responsibility (not for punitive purposes.) It also identifies step 1, step 2, etc. if the steps don’t get done, something is wrong with the steps. We can quickly change those.
- The process allows for the narrow slice so that we don’t get bogged down in shoulda-woulda-coulda. The intent here is to piece out the current state of who what and when so that we can come to an agreement on the why. Once we’ve defined the “Why” together through cause and effect, then we can move on to defining the metrics. The inputs are the why it happens, which is important – but TOO large to address within the scope of a Kaizen event. Process is easy because, normally 1 or two people own it. This helps to identify responsibility (not for punitive purposes.) It also identifies step 1, step 2, etc. if the steps don’t get done, something is wrong with the steps. We can quickly change those. And the order of operations can also be identified, and changed for optimum output. HOW, we don’t’ care – that’s the tools, not the people or processes.
- Kaizen (continuous improvement) is focused on the process because it can be easily broken apart and reconfigured. It is also under immediate control of the individual impacted.
- Kaizen (continuous improvement) is focused on the process because it can be easily broken apart and reconfigured. It is also under immediate control of the individual impacted. However because a Process lives inside of a system, or organization you also need to look at the dependent systems and people to understand the impact of any change to a process.
- Kaizen (continuous improvement) is focused on the process because it can be easily broken apart and reconfigured. It is also under immediate control of the individual impacted. However because a Process lives inside of a system, or organization you also need to look at the dependent systems and people to understand the impact of any change to a process. This it is a repeatable process for ANY potential process.
- Metrics or measures provide a baseline and a means to an end. This is an essential piece of the Kaizen event. Without metrics there is no way to determine the success of the change.
- Metrics or measures provide a baseline and a means to an end. This is an essential piece of the Kaizen event. Without metrics there is no way to determine the success of the change. Currently there is a general understanding that we need to keep the network safe from cyber attack. However these generalities are not easily measured because there is no way to clearly understand what ‘prevention’ looks like. What drives the requirements is also beneficial as it helps to narrow the scope of a broad based need, if the requirements aren’t already defined. Requirements only define how it can be measured, but not the what, when and who it should be measured by. Without the specific numbers attached to the requirements, there is no clear way to determine if the requirements, are being met. If you cannot clearly discern if requirements being met or missed, it is impossible to determine if the need you are supposed to provide is even being met.
- Metrics or measures provide a baseline and a means to an end. This is an essential piece of the Kaizen event. Without metrics there is no way to determine the success of the change. Currently there is a general understanding that we need to keep the network safe from cyber attack. However these generalities are not easily measured because there is no way to clearly understand what ‘prevention’ looks like. What drives the requirements is also beneficial as it helps to narrow the scope of a broad based need, if the requirements aren’t already defined. Requirements only define how it can be measured, but not the what, when and who it should be measured by. Without the specific numbers attached to the requirements, there is no clear way to determine if the requirements, are being met. If you cannot clearly discern if requirements being met or missed, it is impossible to determine if the need you are supposed to provide is even being met. Comparatively, if you look at the above examples, it is clear to see if the need to “prevent cyber attacks” is being met. Plus the individual contributor can immediately understand how they are a part of a larger organization and their part in the success of that organization. As an added bonus, once the baseline metric is set – you can quickly discern when and where problems arise if the metric is not being met.
- You address the misconceptions immediately because they impact communication. Without guidance these are the default setting for your employees. All of the departments are dependent upon one another for healthy and secure system As a part of a greater organization, their participation requires collaboration. (Metaphor, the bones don’t exist without muscles, tendons or skin. The body can’t function without a brain, and the brain is useless without a body) Accountability requires a focus on solutions for the future, and implementing those solutions. Rather than focusing on the past and blaming a broken system (or individuals.)
- Case in point, you constantly measure a vendor’s performance to determine if you should continue to retain their business. If you do not inform your workers of your expectations of their performance, you cannot expect them to meet them. Unlike a vendor you have the multiple opportunities to intervene before it goes ‘pear shaped.’ Because they are your direct reports you are responsible for monitoring their work and guiding them in the appropriate direction. This requires your participation in their success by communicating goals in a specific manner. This does not mean punitive measures, instead creating measurable goals for them to meet. (SMART goals) so that they can reach them in a timely manner.
- A Kaizen event will not solve everything in the first attempt. This is an iterative process that REQUIRES monitoring for continuous improvement.
- A Kaizen event will not solve everything in the first attempt. This is an iterative process that REQUIRES monitoring for continuous improvement. What (or dashboards) help to define current state, so the responsible individual contributor knows where things slip.
- A Kaizen event will not solve everything in the first attempt. This is an iterative process that REQUIRES monitoring for continuous improvement. What (or dashboards) help to define current state, so the responsible individual contributor knows where things slip. When is a process that defines the tools, the timing and the outcomes. So you have measureable outputs to show you what’s broken.
- A Kaizen event will not solve everything in the first attempt. This is an iterative process that REQUIRES monitoring for continuous improvement. What (or dashboards) help to define current state, so the responsible individual contributor knows where things slip. When is a process that defines the tools, the timing and the outcomes. So you have measureable outputs to show you what’s broken. Who should be limited to a few small individuals either responsible for executing (doing the work) or Accountable (delegating and monitoring the responsible parties.) They should be able to provide solutions (not excuses) for when the system/process is broken.
- Define the current process Responsible roles – this can be a RACI chart, but it should focus specifically on the process deliverables. Metrics for measurement – this is the deliverable piece – to inform the individual contributor whether or not they have met expectations. Communication requirements – ONGOING to ensure that the action plan provided in the Kaizen even worked. If not, then you need to schedule another one. Given the current state does not have a clear process flow, nor associated RACI, I would strongly suggest that we utilize this first Kaizen event to define current process and responsibility. Then schedule a follow-up event to determine opportunities for improvement.