Kaizen Training

www.akronchildrens.org/giving
Process Improvement Through People Development™
Copyright Children's Hospital Medical Center of Akron
Kaizen
Training
1

Objectives
• Understand Kaizen
• Learn the relationship between
Standardized Work and Kaizen
• Learn the Kaizen Event process
• Identify applications for Kaizen
Green Belt Training Improve/Control
Kaizen
2Process Improvement Through People Development™

Section 1
What is
Kaizen?
Kaizen
3

Kaizen
4

Section 1: What is Kaizen?
Kaizen
5
Continuous Daily Improvement through
Daily Management System
80%

6
- A3 Projects
- 100 day (Green Belt Projects)
- Kaizen Event (Rapid Process
- Improvement Week)
- 3 P (Production Preparation Process
- Value Stream Mapping Workshop
Kaizen
Section 1: What is Kaizen?
20%
Breakthrough Initiatives determined
through
Strategy Deployment

The Notion Of Continuous Improvement
MaintainMaintain
ImproveImprove
ImproveImprove
ImproveImprove
ImproveImprove
MaintainMaintain
MaintainMaintain
True
North Kaizen:
• eliminates waste
• identifies the next constraint
• returns standard condition
• drives improvement
• can improve flow
• enables J-I-T
• increases performance
• involves all employees
Kaizen
7

Another Look
Waste
Waste
Customer-
Valued
Work
Customer-
Valued
Work
Incidental
Work
Incidental
Work
Kaizen
Constant improvement in the direction of ‘True North':
• Safest way
• Shortest lead-time
• Highest quality
• Lowest cost
Kaizen
8

Advantage: Standard-Based Improvement
I
I
I
I
I
I
S
S
S
S
S
S
A
A AA A
A
Time
Performance
Kaizen based on Standardized Work.
Kaizen without Standardized Work.
With standardized work in place Kaizen
ensures incremental improvements are
sustained.
Kaizen
9

Section 1 Summary
• The word Kaizen means ___________ ___________.
• __% of improvement work should be through continuous _______
improvement.
• Continuous daily improvement is facilitated by the daily ______ system.
• __% of improvement work should be through ________ initiatives.
• Breakthrough initiatives are planned through the ________ deployment
process
• Kaizen actions should point us towards T_____ N______.
Kaizen
10

Section 2
Kaizen Events
'How To'
Kaizen
11

Section 2: Kaizen Events ‘How To’
1. Identify the opportunity
2. Form a Team
3. Determine the improvement objectives
4. Determine the schedule
5. Understand the current state
6. Envision the future state
7. Develop improvement ideas to close the gap
8. Implement and Standardize
9. Complete pending task list items
10. Sustain the gains
11. Continuous process improvement
Kaizen
12
Pre-
Kaizen
Kaizen
Event
Post
Kaizen

Kaizen Events using the DMAIC Model
Define
Measure
Confirm Define
Confirm and/or add to Measure
Analyze
Improve
Improve
Control
Kaizen
13
Before
During
After

Kaizen
14
• Understand the Customer
• Define the Business Case
• Define the Process
• Articulate the Project Plan
Before
Kaizen

Kaizen
15
MEASURE
What are we going to measure?
Can it be easily attained?
Can it be objectively measured?
What is our baseline of performance?
What will be our success target?
Before
Kaizen

16
Kaizen

17
Kaizen
In the A3 Document, describe…
What’s the background? Establish the business case.
What is the Current Condition?

18
Kaizen
Problem Statement, Goal, Metrics, Parameters
World class benchmarks: 50% reduction in defects;
Value-added time >30% of Lead Time; 50% reduction in lead-time.
•Consider ‘breakthrough’ goals, not just incremental improvements.
•Stretch objectives lead us to develop options we might not otherwise.
•Use the SMART approach to setting goals.

19
Kaizen
The Team:
• 6-10 ideal
• Process Owner
• 2-3 from area
• Upstream and Downstream customers
• “Fresh Eyes”
• Ad Hoc Team members
• Support Personnel
• IS
• Engineering

20
Kaizen
The A3
Document
The High Level Schedule
•Make sure key individuals can be present
•Choose the best days and times for your team (do you need to do
afternoons, evenings, weekends?)
•Make sure you stay away from key hospital events
•Stay away from month-end close (if applicable), holidays, peak season

21
Kaizen
The Kaizen
Playbook
Initial Planning

Kaizen
The Kaizen
Playbook
Initial Planning

23
Kaizen
The Kaizen
Playbook
Initial Planning As a facilitator:
• go to the gemba
• develop a SIPOC if possible, at
least a process map
• determine if data is available for
use in a VSM, and obtain this data

24
Kaizen
The Kaizen
Playbook
Initial Planning

25
Kaizen

26
Kaizen

General Kaizen Overview
Cause & EffectCause & Effect
UDOs/Issues
Ease
Impact
.5
1.5
1.0
2.0
2.5
.5
3.0
3.5
4.0
4.5
5.0
1.01.5 2.02.53.03.54.04.5 5.0
1
2
3
4
5
8
9
10
76
Brainstorm
Team Training
Go to the Gemba
Goal
Final Presentation
Action Items
What Who When Status
Implementation
27
Understand the
Current State
Envision/Design the
Future State
SWI/Training/
Communication

28
Kaizen
Prepare
Materials
• 5 S Supplies
• Special Orders
• Camera
• Stop watches, pedometer, tape
measures, label makers, walkie talkies
• Training materials: flip charts, markers,
slide deck
• Cleaning Supplies
• Standard Work Instruction template

29
Kaizen
Slide
Deck
Useful for Organizing
• Sequence
• Breaks
Sets the stage
• Introductions
• Agenda
• Expectations
• Purpose
Add in Fun
• Videos
• Games
Training
• Personality Matrix
• Principles of Lean
• DOWN TIME
• What is Kaizen?

OR VALUE STREAM MAPPING
EVENT
DAY 1
Akron Children’s Hospital
Center for Operations Excellence
Sample Portion
of a Kaizen
Slide Deck

Name Tags
31

Introductions
32
•Name
•Where you work
• Answer the question

DAYS AGENDA
33
• Introductions
• Agenda
• Burning Platform
• Team Building
• Team Rules
• Kick off
• Basic Lean Training
• Value Stream Map
Training
• Go to Gemba
• Lunch
• Current State VSM
• Prepare for Report Out
• Report Out
• Reflection

34
...Start first with purpose
Insert graphs and data (both qualitative
and quantitative) that have been
discovered through the pre-kaizen phase.

35
Voice of the Customer
Also, include Voice of the Customer in
these first few slides.

36
Benefit to our families
What’s the benefit to our customer or
families?

37
Benefit to ACH
What’s the benefit to our staff and
organization?
Financially and non-financial benefits
should be listed.

38
Additional Considerations/
Comments

39
Define and Measure A3
Go through your A3 document here…

Problem Statement and
Goals
40
Drill in on your Problem and SMART Goal
Statement here…

41
Team
Process improvement through people development™
Make sure everyone on the team knows
who all the other players are in the room.

42
• Technical Expert
• Outside Eyes
...Dual Role

LEAN WORKGROUPS
• Responsibility to the Patient
• Responsibility to the Organization
• Responsibility to those who do the
work

44
Work Hard
Have Fun
Learn
Something
Make Good
Change
Happen
Keep
breaks
and
lunches
to
schedule
Expectations

45

46
Team Rules
• Be open to change.
• Maintain a positive attitude.
• Encourage everyone to participate.
• Don’t dominate the conversation.
• Never leave disagreements unspoken.
• We’re not interested in assigning blame – only in
creating solutions!
• Practice mutual respect.
• Treat others as you want to treated.
• One person, one vote – position doesn’t matter.
• The only stupid questions are the ones not asked.
• Have fun!
• Understand the process, and…JUST DO IT!
• Additions???

Kaizen
47
Kaizen –
“Good
Change”

48
End of Sample Portion
of a Kaizen
Slide Deck

The Kaizen Event

Kaizen
Challenge the team and ask: What would make us
world class? What are our competitors doing?
• Introductions
• Agenda
• Burning Platform
• Agree on Metrics and Goal
• Team Building
• Team Rules
• Kick off
• Basic Lean Training
• Go to Gemba
Morning
Day 1

51
Kaizen
• Sharing Gemba
Observations
• Identifying Undesirable
Observations (UDOs)
• Ease Impact / Fishbone
Diagrams / 5 Why Analysis
• Leadership Report-Out
Afternoon
Day 1
Use the Tools!!!
• Understand the sources of
variation and waste
• Get to the root cause
Kaizen is about employee involvement.
Everyone participates!

Kaizen
Without the current state measurement,
We don’t know where to begin improving.
• Value Stream Map Training
• Team creates Current State VSM
• Team envisions Future State VSM
• Begin to develop improvement ideas
• Leadership report out
Day 2
What is the current Lead Time?
What does the lead-time consist of?
What are the major contributing factors?
What is the gap between plan and actual?
Use the tools!!!
Spaghetti
diagram, Takt
Time, Load Chart

Generating Ideas
Follow these easy steps:
1. Determine the improvement need / opportunity that exists:
Quality, Safety, Cost Reduction, Inventory, Cycle Time, etc.
2. Consider what can be changed to improve the situation:
Better steps or methods
Different parts or materials
Learn new tool / utilize existing software functions
Investigate low cost or no cost improvements
3. Evaluate sources for specific ideas:
People in the process
Equipment manufacturer or other users
Other sites with similar processes
Reference materials
Find ways
to encourage
involvement
by everyone.
Kaizen

Kaizen
• Experiment with Improvement Ideas
• Create a task list
• Implement the “Just-Do-Its”
Day 3
Try ideas in the actual process
Evaluate and reflect on results
Compare to the current state measurement
Consider mistake proofing
Creativity before capital

Kaizen
Task List
What is the
task?
Who is
responsible?
How?
When?
Status

Kaizen
• Continue to implement new methods
• Standardize the work
• Determine training needs
• Train to the standardized work
• Develop communication plan
• Leadership report out
Day 4
For the improvements to be sustained, new procedures
must be documented, trained and standardized.

Kaizen
• Finalize improvements
• Finalize Standard Work Instructions
• Update task list
• Prepare for final report out
• Celebration lunch
• Final Leadership report out
Day 5
For the improvements to be sustained, new procedures
must be documented, trained and standardized.

Kaizen
• Leadership should attend and support the
presentation.
• Involve all people from the team if possible.
• PowerPoint not required: use flipcharts from actual
activity.
• Keep it simple and have fun. Celebrate the results.
• Consider where similar processes reside; share the
learning.
• Conduct the presentation at the worksite if possible.
Final
Report
Out

Kaizen
Final
Report
Out
Presen-
tation
1. Kaizen Team Name and map or photo of the area.
2. Introduce team members by name.
3. Team mission - why improvement was needed.
4. Team targets and objectives.
5. Activities and actions taken during Kaizen:
• Show by sketch, photo, drawing, etc
• Show before and after comparisons. Root cause
analysis.
• Review follow-up actions
• A3 – Problem Solving format may be used for
presentation
6. Results - the most vital message!
7. Closing comments from Kaizen team and facility leadership.
A crisp presentation: who, why, what, how & results.

Kaizen
The Kaizen
Playbook
After the
Kaizen

Not Just an “Event”
• In the past, we have thought of Kaizen mostly as an 'event'.
• That term implies a distinct beginning and end.
• This may be true for some Kaizen activities.
• The concept of Kaizen does not have a beginning or an end.
• Kaizen is the 'better every day’ way of thinking.
• Small, incremental improvements done immediately are also Kaizen.
• As ‘better every day’ becomes the way we work, the do-it-now Kaizen
will likely far outnumber the more-formalized Kaizen activities.
• Lean Champions will be needed after a Kaizen event to sustain the gain.
Kaizen

Section 2 Summary
• To have a successful Kaizen you need to ________.
• During the Kaizen, encourage _______ to participate.
• Incremental improvements are ___ enough.
• Use the ______.
• To prepare, a facilitator must go to the ________.
• Find ways to make it ______!
Kaizen

CCL Processing
Kaizen Event
October 26 – 30, 2009
Kaizen Examples

Before – Phlebotomy area and “ACHP Dump” site

Before – Intake Window, Tube Station and Accession Table

Before – Centrifuge and Aliquot Area

Baseline Data
Include data both quantitative and qualitative

• Defects / Corrections
• Overproduction
• Waiting
• Not utilizing employee skills (Underutilization)
• Transportation / Movement
• Inventory
• Motion
• Excessive Processing
8 Types of Waste in Healthcare
Process improvement through people development™

Day 1 (Monday) - Training,
Undesirable Observations and
Ease/Impact Analysis

Day 2 - Value Stream Mapping

www.akronchildrens.org/givingDay 2 – The Current State Floor Layout

Day 2 – Lean Design - Version 5

Time Available
Takt Time
Demand

Day 4 –
Approval for
LTD Rollout

Wall mounted
CPU and Monitor

Andon Lights

www.akronchildrens.org/givingLast Minute Details – Friday morning

Custom built “prototype” table delivered Friday morning

Back in Business – Friday Afternoon

81
Before and After

End of the CCL Slide deck

Kaizen Training

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