Module 7 Project Deliverables: Kanban & Audit
Instructions
Submit the Kanban and Audit deliverables of your project.
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KAIZEN PHILOSOPHY
Introduction
Kaizen philosophy provides the setting for improvement
As organizations mature in Lean, expect Kaizen philosophy to be
broadly understood
Its where the rubber meets the road in Lean
Its where we bring the principles and the tools together to make
the change for the better
Putting the BOK to Work
What have we studied so far?
The five principles of LEAN
Value Stream Mapping
8 wastes
Value-add/non-value add
Create Flow
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Pulland much more
Kaizen provides a framework for us to put these ideas to work. The
cycle of kaizen activity can be defined as: “Plan Do Check Act.”
You have seen this many times, identified as the Demining Cycle PDCA.
Compare Kaizen and DMAIC
Kaizen and Kaizen Events tend to focus on rapid
incremental improvements
DMAIC is the structure for Six Sigma
Develop Solution
Test Solution
Ensure Goals are
Satisfied
Implement
Solution
Monitor Solution
Continue Solution
Gather the Data
Analyze the Data
Analyze the Facts
Explain Reason
Set Goals
Prepare Action
Plan
PLAN DO
CHECKACT
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DMAIC projects tend to be more analytical and data
intensiveand take weeks/months to complete
Either way, its all about improvement
Compare Kaizen Event (KE) and Everyday Kaizen
Kaizen comes in two ways
Kaizen Events tend to be bookends with a defined timeframe
There is a heavy expectation for implementing
around targeted objective and scope
This typically occurs in 5 days or less
When it comes to Everyday Kaizen, ideally everybody makes small
improvements every day
No formal projects are engrained in the culture
The organization functions differently day-to-day
Set Stage for KE
All improvements do not depend on KE, but KE plays essential role
in the Lean journey
There is a standard process to conduct a KE
Be sure to learn AND do
Balance of this module is going to focus on the KE
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Its All About Continuous Improvement
During the KE, you will use the Lean tools, methods, and
techniques
KE provides execution structure
The Kaizen philosophy provides a bigger picture that helps us
weave the details together
This is all about improvement
So, If Someone Asks You
Exposed to Kaizen philosophy
Understand difference between KE and everyday Kaizen
Kaizen is one way we put LEAN to work
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KAIZEN EVENT
Introduction
What is a Kaizen Event? It is a local and team-based program for
conducting daily continuous improvement where needed. It is not a
mechanism for perpetual projects, but rather a means for making small,
incremental improvements in a culture of Continuous Improvement.
How do the roles work?
KE roles have specific purposes
The roles mesh like a set of gears in a transmission
People filling the roles do not have to mirror the organization chart
Typical Roles
Facilitator/Sensei
Team Leader
Team Member
Sponsor
Process Owner
On-Call Resources
Role: Facilitator/Sensei
Expert in the Lean body of knowledge (technical skills)
Proficient in facilitation skills (even-tempered, calm, and
methodical)
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Effective coach
Thinks three steps ahead
Role: Team Leader
Provides leadership and coordination for the KE team
Works closely with facilitator for guidance, but expectation is
that team leader leads
Gives direction to team members, regardless of their rank
Is the face of the KE team
Role: Team Member
Brings a relevant perspective unless person is a ringer who knows
little about process
Serves multiple functions at different levels, seniority, etc.
Is willing to get work done
Is usually one of between three and five team members
Role: Sponsor
Is a member of leadership and management
Provides guidance and insight into business
Acts as the person in charge of clearing roadblocks
Runs interference
Touches base, but is not heavily involved
Role: Process Owner
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Is the leader of the targeted processes to be improved
Has deep knowledge about the process
Has vested interest in KE outcome because will own the new
process once handed off
Provides heavy input into the KE charter
Role: SME or On-Call Resource
Has practical limits on how many people can be directly involved
on the KE team
Needs access to specific skills, resources, and knowledge
Is on-call and make themselves available, as KE team requires
Project Charter
Is the governing document for KE
Is developed as part of KE initiation
Defines objective, scope, team, results expectations, and timing
Prevents downstream confusion
Upside Down Roles
What if the welder or the lab tech was the team leader and the
VP of Operations or the Director of Nursing was a team member?
Interesting way to demonstrate we value all our employees
and can check the stripes at the door
Would do this after the organization has LEAN traction and
lean maturity
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Alternatives to Five Day Kaizen
It is not always possible for an organization to conduct a Kaizen
Event for five consecutive days. Due to size, cost or business
priorities, the organization must find an alternative to their
continuous improvement efforts. While the five day Kaizen event is
the standard, the following is an alternative example:
The company had very poor on-time delivery of quotes to their customers. They wanted to
maintain their hit rate, improve their quote on-time delivery rate, and improve quality planning as
part of the launch process. Since they were a smaller organization, it was not possible to bring all of
the staff together for an entire week. So, they used a modified approach: ten consecutive half-days
instead of five consecutive full days.
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Days 1 and 2–
Participants did
classroom training on
the core Lean tools,
as well as on process
mapping. Then, they
went on a waste walk
in the office
Days 3 and 4–
Participants did
training on process
mapping and created
a current state
process map for the
quoting process. They
then brainstormed
about how to fix
problems
Days 5 and 6–
Participants
completed their
brainstorming on
improvements that
could be
implemented and
ranked those ideas
using the ABCD
analysis. They then
created a future state
process map
Day 7
Participants created
new current and
future state maps for
the launch process,
tying together the
quote process to the
launch process so
those two maps were
connected
Day 8–
Participants updated
the processes and
procedures
Day 9–
Staff training on the
updated processes
took place
Day 10–
The organization
reported out their
findings and
celebrated
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So, If Someone Asks, You
Know what the roles for the KE are and how roles fit together
Understand the importance of the project charter
Learned about upside down roles on the KE team
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KAIZEN Events Critical Issues
Introduction
In this lecture we will identify critical issues we can anticipate,
provide ideas to address critical issues, and begin to think three steps
ahead.
Predictable Issues
Given that we use a consistent and standard process for KEs, we
can anticipate issues
We will review a few, but this will not be an exhaustive set of issues
The more we can get ahead is issues, the higher the probability of
successful outcome
Preparation
How do you prepare the team?
Work with the leadership team to develop the tools for project
selection
Observe that focus area for the next Kaizen event
Learn more about how the process works
Identify wastes and potential improvements so you can ask better
questions of the team
Work with the managers and leaders to select the team. It should be
a cross-functional team; its not just a team of people from within
the area
Where possible, have people external to the area such as the supply
chain members and customer service as well. There will always be
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support team members for a Kaizen team as well theyre not going
to be a full-time member of the team, but they will be available to us
as needed
Issue invitations once youve selected the team:
Encouraging Brainstorming
Facilitator will lead brainstorming, including what techniques will
be used
Piggybacking is a very important part of brainstorming because
ideas can spawn the creativity in somebody else
Another important aspect of brainstorming is using creativity
before capital
o The best ideas need to be tried out
o Try out that idea first using a low-cost approach
Data Drives Us
Be data driven
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Data moves us past opinion and tamps down emotionHIPPO!
Make data collection tools a standard part of the Kaizen
process
Challenge the data to make sure you know what you know!
Creativity facilitators must know how to allow for open
brainstorming
Constraints Set the Pace
Constraints sets pace because whole system cannot go faster
than the slowest part
Excess inventory or work in front of constraint and starved
operation following constraint
Could be parts (widgets) in the manufacturing shop or claims
(info) in the claims processing area
Constraint may be good target for KE
Root Cause Analysis
Must move past symptoms and get to root causes
Use problem solving/analysis tools to be effective, including:
o 5 Why
o Cause & Effect Diagram
o A3
o PDCA
Set Ground Rules
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Effective ground rules help a team be productive and focused
Basics like
o a.) start on time / end on time
o b.) one person speaks at a time
o c.) no phones
14 Rules of Kaizen are a good template
Inject levity and tension breakers when needed
Conclusion
In conclusion, as we prepare to conduct Kaizen events, there are some
very important things we need to know.
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There are steps in the process for inviting participants and
encouraging creativity
We must get ready to encourage creative thinking and be experts
at facilitation
We should know what were going to do when we encounter
constraints and how to help the team get to true root causes
We must emphasize the importance of the ground rules and use
those as our healthy boundaries for how we interact on the team
We must have a deep well of team tools and facilitation
techniques to use when we run into some of the tension that may
occur in a Kaizen event
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EXAMPLE PROBLEM SOLVING TOOLS
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Kaizen Events Day 1
Day 1 of the Kaizen event provides a foundation for the rest of the
event. A solid Day 1 increases the probability of overall success. There
is a lot of focus on learning in Day 1. You have an opportunity to train a
group of people in some aspects of the Lean body of knowledge,
particularly those tools, methods, and techniques that are directly
related to the scope of your project.
There is also an element of data gathering and collecting current state
information during the training. If you incorporate a Muda walk into
the training, you are doing both learning and data gathering. If you
incorporate a 5S audit into the training, then you are developing the
baseline audit score at same time the team is learning about 5S.
How Much Training?
How much training is enough? It depends. If you are early in your Lean
journey and most of the team are Lean rookies, then you should cover
the fundamentals in detail and the targeted tools, methods, and
techniques that are directly relevant to the project. A good estimate is
4 6 hours of training.
If the organization has greater Lean maturity and you have mostly
seasoned people with previous Kaizen event experience, then you can
shorten the training to a review of a few fundamentals and a deep
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refresher on the subjects that are directly relevant. A good estimate is
2 3 hours of training.
But remember, repetition is a good thing! Dont be afraid of repeating
some of the topics for the teams. The more they see the training
material, the more they learn.
How to Conduct Training?
Think about how you like to be trained in the business setting. Most
adults are not good with sitting in classrooms listening to someone
lecture to them. This is your opportunity as a Lean practitioner to help
these people on the Kaizen team become Lean advocates.
Some ideas to make the training effective for adults include:
Make it interactive
Inject variety (lecture, discussion, whiteboard, video, breakouts,
go to Gemba, etc.)
Make it an experience
Make it relevant
14 Rules for Effective Kaizen and Problem-
Solving
Keep open mind
Have a positive attitude
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Create a blameless environment
Be non-judgmental
Create multiple alternatives
Treat others as you want to be treated
Foster respect and involvement
Remember, one person should have one vote
Create a team environment
Remember, there are no dumb questions
Have a bias for action
Remember, creativity before capital
Do not leave in silent disagreement
Have fun!
Phases of a Team
In 1965, Psychologist Bruce Tuckman first developed the model for how
teams become high performing groups, identifying the four phases as
Form
Storm
Norm
Perform
He subsequently added a 5th phase called Adjourn.
1. Form
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Form phase focuses on getting teams organized, helping to create
clarity about teams purpose and individuals purposes, and helping the
team members to know and understand one another.
2. Storm
Storm phase deals with the team pushing and questioning its
boundaries and authority. There may be tension as team members
figure out how to work with one another, and there may be variation
on how the people prefer to work together. In the best of
circumstances, there will likely be some tension within the team.
3. Norm
Norm phase is where the team evolves into a state where they can
work together, are able to resolve differences, and can respect the
diversity of each others thinking. The team should develop a strong
commitment to the team goal.
4. Perform
Perform phase is where the team is clicking. The hard work gets done
without friction. The leader can delegate more work and have
confidence it will get done.
5. Adjourn
Adjourn phase is where the team disbands. Project teams, by
definition, have a fixed duration. The way a team dissolves will have a
determining impact on whether the team views the experience as
positive or a waste of time. Be sure to end on a high note.
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Project teams will go through all the phases to varying degrees. If you
have a group of people who have never worked together on a project,
they may spend a lot of time in all the phases. If you have a group of
people who have worked together before, are a mature group that
respects one another, and have a clear purpose, they may spend little
time in some of the phases.
Also recognize that teams may revert to earlier phases from time to
time. You may think the team is in the perform phase and suddenly an
issue arises that takes them back to the storm phase. Thats OK. There
will be some iteration as you work through all the phases.
Kick-Off Message
Get the Kaizen event off to a strong start. One element to get this done
well is to have a kick-off message from someone important or
influential. Invite a sponsor or a senior person to share a message
about the importance of the project, commitment of leadership, and
expectation of the team to perform.
The Lean practitioner may need to coach the sponsor or senior person
so they reinforce Lean thinking and behaviors. It may be a stretch for
the senior person to act in this way, so be prepared to offer suggestions
about the message.
The sponsor or senior person should thank the team for their time and
effort. The team needs to know that the sponsor is on-call for them
during the Kaizen event.
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Get to Know Each Other
One key job of the facilitator is to help the team members get to know
and be comfortable with one another. Some techniques to accomplish
this include:
Get everyone to speak and contribute
Use ice breakers
Use good news check-in
Learn about each others skills and interests
Project Charter
The project charter is the governing document for the project team.
Everyone should know and understand what is in the charter. Some
tips to accomplish this include:
Review the charter in detail
Have team members read the charter out loud and explain details
Discuss what team will do to fulfill the charter
Set expectation that the charter is teams guide
Go to Gemba
Dont spend the whole day in the training room. Go to Gemba!
You should integrate Gemba into the training so the team can relate
the project to real work. Ways to build Gemba time into Day 1 include
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going on a Muda walk and conducting a baseline 5S audit. This begins
the gathering of current state data.
Finally, going to Gemba helps make the training hands-on. This is
crucial for effective adult learning.
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Kaizen Events Day Two
Day two of the Kaizen Event is focused on making sure you know what you know. You need to
get a firm understanding of the current state situation. Once you have an understanding of the
current state and adequate baseline documentation, you will begin to brainstorm ideas for
improvement.
Imagine you are listening to the following exchange:
Person one Are you process-driven?
Person two No, I am process-focused. I am data-driven; the process is where I focus.
The exchange is relevant to the Kaizen Event. You must make sure you avoid relying upon
opinions and anecdotes. Require that your Kaizen teams use data and are process-focused and
data-driven.
Purpose for Day Two
Remember, a Kaizen Event is about learning and doing. The balance may shift depending
upon the lean maturity of the team and the focus of the charter. But there will be elements of
both learn and do.
Day two results in solid understanding of current state, or our baseline condition. If you do not
do the current state analysis, you put the success of the whole Kaizen Event at risk. Sometimes
people (team members, manager, leaders, and executives, for example) think they know the
current state condition when they really dont.
By the afternoon of day two, you should be in position to start brainstorming ideas for
improvement. Dont be bashful or timid. Be open to exploring out-of-the-box ideas that might
seem way out there.
Team members will use data collection tools to enable baseline documentation. You, as the
facilitator or lean practitioner, may have to train the team members and help them effectively
use the analysis tools. The more you can use the analysis tools in a standardized way, the easier
it will be to deploy them across the organization.
Use the classroom or project command center as a safe place for team to learn. This will help
the team members to explore and understand both the Lean body of knowledge and the issue
they are addressing in the Kaizen Event. Think of the purpose of this step being about learning
and doing.
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The Kaizen Event has a structure and a standard process. This might seem at odds with the idea
of giving the team freedom to explore. As the facilitator, this is the tightrope you will walk.
Day Two Activities
General activities that guide the team for Day 2 include:
Meeting, making assignments, and deploying them
Observing operations/work
Gathering current state information
Working through lunch (everyday)
Conducting current state analyses
Beginning to brainstorm ideas
Debriefing at the end of the day
Comments on Operations Analysis
You may have a mixture of lean rookies and seasoned veterans on your Kaizen teams. Be
sensitive to the level of attention each person may need in order to understand how to analyze
a process. The operational focuses most relevant to Kaizen teams include process
characteristics that are measured in terms of the following:
Time
Distance
Quantity
Space
Defects
Note that there is heavy emphasis on upstream operational data, rather than only financial
outcome data. These leading indicators are much more relevant to the front-line members of
the team. They can see the linkage as to how they can have an effect on the leading indicators.
The financial metrics tend to be lagging indicators. As the facilitator, you must strike the
balance between leading and lagging indicators.
Analysis tools the team might use include:
Current state value stream maps
Detailed process maps
Takt time/cycle time analyses
Spaghetti diagrams
Measles charts
Pareto charts
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Scatter diagrams
Run charts
And many more, depending on the issue and type of process in the scope of the Kaizen
Event
Brainstorm and Potential Solutions
Let the data speak as you brainstorm potential causes. You have the current state analysis and
baseline documentation to feed the brainstorming process. Be creative and bold as you
brainstorm potential solutions. The facilitator is key to keeping brainstorming on track and
productive.
One technique to help you sort out the improvement ideas is the two by two matrix. By
focusing on ease of implementation on the x-axis and impact on goals on the y-axis, you
end up with four meaningful quadrants. This helps to prioritize, as the highest priority quadrant
is high ease and high impact, while the lowest priority quadrant is low ease and low impact.
The facilitator should have done some pre-work and should have a general understanding of
feasibilities and resource requirements (technical resources, rigging equipment, shutdown
timing, etc.) You should offer this to the team without coming across as having developed a
pre-conceived solution.
We hit the ground running on day two! The primary objectives were to get a firm handle on the
current state and begin to brainstorm solutions for improvement. Clearly, a good day two sets
the stage for a great day three.
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Kaizen Events Day 3
The focus of Day 3 shifts from the previous days in the Kaizen event. Day 3 is about looking
forward and beginning to implement change. The emphasis is on designing the future state and
implementing as much as possible. Remember, there is a strong bias for action in the Kaizen
event! Wear your bibbed overalls to work on Wednesday.
General Thoughts on Day 3
Day 3 builds on the learning, understanding current state, and brainstorming for solutions that
was done in Day 1 and Day 2. Encourage the Kaizen team to explore, try ideas, evaluate, and
try again. Depending on the scope of your project, you may go through multiple iterations of
ideas.
Start the day with a brief meeting to confirm assignments, and then deploy. There will be so
much work to do that you will have to break up into sub-teams to divide and conquer! Since
the team will be dispersed, there may be need for check-ins throughout the day. Do these
check-ins out in the Gemba to minimize the disruption to the teams progress.
As on the other days, have a working lunch. This provides quality time to bond, learn, and
share what the team is accomplishing. Based on what you hear, there may be a need to re-
allocate the team resources to achieve the most desired outcomes.
Finally, Wednesday may be a long day! Depending on the scope and intent for the Kaizen
event, the implementation work may go late into the evening. Be prepared.
Facilitator Contribution
The facilitators job is not to tell team what to do or to provide all the answers. Rather, the job
is to guide and coach the participants to successful outcomes. You will take the team leader
under your wing and help him/her to lead the team, get resources, and prepare briefings to the
sponsor.
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One technique you can use to be an effective facilitator is to ask good questions. Use the
Socratic method (answer a question with a question) to help people think through and arrive at
solutions for themselves.
Future State
The current state tells us where we are. The future state tells us where we are going. You are
encouraged to think aggressively about the future state. Put all the lean ideas to work as you
contemplate the future state. Can you get to one-piece flow? Can you eliminate changeovers?
What would pull look like in your future state?
The future state value stream map and process map are great ways to engage the team and
document the ideas. The future state concept should stretch the team to think way beyond just
incremental places.
Implement!!!
There is intense bias for action and implementation during the Kaizen event. The spotlight
shines bright during the Kaizen event. Be bold and take advantage of all the attention placed
on the team. You will find that the team can get resources it may never have imagined
possible. You must help the team develop justification and then ask for whatever it is the team
needs to implement the desired solutions. You may not get everything you ask for, but youll
never know if you dont ask.
Improvement Cycle
Look at the improvement as a cycle. Depending on the scope and complexity of your project,
you may go through a single cycle ( a more complex project) or you may go through multiple
cycles (something simpler where you can try an idea and then retry as necessary).
The cycle is brainstorm, select, implement, measure, then repeat. Maybe you layout some
equipment in a work area. Once the person in the work area tries the new layout, you may find
there is need for change. Make the change and try again.
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Wednesday Chaos
Remember Tuckmans model for team performance? The form, storm, norm, and perform
stages? You will see the storm phase in the Wednesday chaos. Tensions arise as different ideas
surface, deadlines loom, and people get concerned about their turf. Dont avoid the chaos.
Rather, you should embrace it as evidence that change is happening and that people are getting
involved. The facilitator will be a calming and reasoning force amid the chaos.
The chaos may look like this. You start to change the process/work, and people get nervous.
You and the team start meddling in other peoples areas (or so they think). There are high
expectations and high tension. Put your facilitators bibbed overalls on and deal with the
storm.
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Kaizen Events Day Four
Day four is a continuation of implementation efforts. Two focuses are the measurement of
results and preparation for hand-off to the process owner.
Continue to Implement
You made it through Wednesday chaos. You should see the team and others impacted by the
Kaizen Event begin to settle down. This would be evidence of moving from the storm phase to
the perform phase.
Keep a focus on implementation. The spotlight is still shining. Take advantage of all the
attention the project is getting. Be aggressive in getting things done and remember that there is
an extreme bias for action in the Kaizen Event.
Measure Results
You developed baseline measures in the current state analysis. Most of those metrics should
carry through to implementation. Measure the results from the improvements you are making.
Be as quantitative as possible. The measures might be non-financial, such as time, distance,
quantity, defects, and space. Use the same data collection tools from before to measure results
and analyze the improved process. Specific metrics might include:
Change in cycle time
Shorter travel distance
Fewer defects
Document the Process and Prepare for Hand-Off
The Kaizen team must be prepared to hand off the new and improved process to the process
owner. You have developed and implemented new processes. Part of implementation is to
create documentation and standard work so that the changes will be sustainable well beyond
the Kaizen Event period.
You should develop and conduct training for the people who will work in new process. Develop
materials needed for the process owner to take over the process, including a process audit
plan. You will anticipate what might go wrong with the implementation and provide the process
owner with potential issues and corresponding countermeasures.
30-Day Action Plan
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There will most likely be items that you could not get implemented. The objective of the Kaizen
Event is to implement as much as possible. Depending on the scope and objective of the Kaizen
Event, however, there may be items you could not get done or follow-up items to reinforce
new processes. Use a 30-day action plan to capture those items and hold people accountable
for follow-up and implementation.
Keep it simple. Use an Excel spreadsheet to categorize the items, describe the action item,
identify who is responsible, define the target date (week), and provide space for status.
Standardize, Standardize, Standardize
The more you standardize the Kaizen process, whether it be the Kaizen Event, the analysis
tools, or the roles of people in improving work, the easier it will be to leverage your lean efforts
and spread consistency throughout the company.
You are seeing the phases of the Kaizen Event. We have focused on the five-day blitz. But you
can apply the standard approach to a three-day or four-day kaizen event. You should still
expect to go through the learn, current state, brainstorm, future state, implement, and report-
out/celebrate phases.
Category Action Item By Who?
Date
(Week) Status
Week 1 equal week of 10/13/2014
5S Get stapler to attach batch label onto skids Ray 1
5S Begin conducting weekly 5S audits for each PB Ray 1
5S Finish labeling racks in PB area Ray/Todd 1
5S
Investigate and get shelving (2) for PB tooling stored at
machines Brad 2
5S Disposition the shelf of aerator parts behind the laser Lance/Brad 3
5S Disposition the old obsolete tooling behind Adira PB Lance/Brad 3
5S Paint shelves (flat and bent parts) in PB area Tom 4
Int Customer Begin to group the parts coming off laser into groups consistent Brad 2
Int Customer
Develop a plan for “formed parts” containers (similar to 4-pc
batch at eXmark) Lance/Todd 2
Metrics
Conduct time study on skids at PBs to develop “before/after”
comparison and and begin to have quantitative metric in PB
area Lance 4
Std Work
Prototype digital display using downloaded pdf files saved on
tablets James 1
Std Work Buy tablet(s) for piece part digital display in PB area Tom 1
Std Work
Provide go/nogo gaging for selected parts and
dimensions/angles Tom 1
Std Work
Identify and resolve technical issues with system access
(tablet) James 3
Had team meeting on __________
Updated _________
Next team meeting will be week of __________
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Kaizen Events Day 5
The End is in Sight
Hooray! The end is in sight. We made it to Day 5 of the Kaizen event!
The team has completed a lot of hard work! You have worked your way through phases of a
project team. You have helped the project team learn about lean tools, methods, and
techniques. Everyone has solid understanding of the current state. You have brainstormed and
developed new ideas, and have implemented your ideas to improve the process.
Day 5 is focused on wrapping up Kaizen event, sharing the progress with leadership, and
celebrating!
Button Up Implementation Items
Take the time on the morning of Day 5 to button up any loose ends that did not get finished on
Day 4. Walk through the improved process(s) to look for open items. Remember the bias for
action and focus on implementation. Close out as many open items as possible.
Report-Ou
