Kaizen Event Guide

Guide for
Planning &
Conducting
a Kaizen Event

© Operational Excellence Consulting. All rights reserved.

Contents
• Introduction
• Phase 1: Pre-event Preparation
• Phase 2: The Kaizen Event

• Phase 3: Post-event Follow Up


3

What is Kaizen?
• The Japanese word “Kaizen” (改善) means
change (KAI) to become good (ZEN).
Kai

Zen

改善
Change

Good


5

10 Rules of Kaizen 1
1. Discard conventional rigid thinking about
production.
2. Think of how to do it, not why it cannot be
done.

3. Do not make excuses. Start by questioning
current practices.
4. Do not seek perfection. Do it right away if for
only 50% of target.
5. Correct mistakes at once.

7

What is the Purpose of Kaizen?
• Kaizen activities focus on each process in order
to add value and eliminate waste


9

Types of Waste
Intellect
Not using employees full
intellectual contribution

Over-processing
Adding excess value
when the customer
does not require it

Over-production
Producing more than what
the customer needs

Waiting
Employees waiting for
another process or
information

Motion
Extra physical/mental
motion that doesn‟t add
value

Waste

Defects
Reprocessing, or
correcting work

Inventory
Building and storing extra
services/products the
customer has not ordered

Transportation
Moving from one
place to another


11

Benefits of Kaizen & Kaizen Events
• Empowers employees, enriches the work
experience and brings out the best in every
person
• Promotes personal growth of employees and the
company
• Improves quality, safety, cost structures,
delivery, environments, throughput and
customer service/satisfaction
• Provides guidance from employees, and serves
as a barometer for leadership

13

Select an Area
• Choose an area that will have an impact but not pose
too many difficult problems in the beginning
• Each event will teach you things that will make the next
event smoother and easier to run

• As people gain experience in running events, it will
become possible to tackle more complicated problems
• Develop a selection criteria to select the best event to
start first


15

Select a Problem for Improvement
• What to avoid with initial projects
 Out of control processes
 Unreliable equipment
 Incapable equipment

 Interdependent processes
 Improvement is not seen as necessary
 A process that may soon be obsolete


17

Setting Goals
• Set a limited number of improvement goals to be
achieved during the event
• Prioritize multiple objectives
• Use S.M.A.R.T. criteria for goal setting:
 S=Specific; M=Measurable; A=Achievable; R=Realistic; T=Timely

• Goals should be challenging – requiring real creativity
• Team should be involved in setting improvement targets
• Objectives may not be completely met


19

Team Leader Role
• Pre-Kaizen
 Review all pre-event information
 Tour target area

• During Kaizen
 Review progress against objectives daily
 Check status of team member activity. Update to-do
list.

 Keep everyone involved in specific improvement
activities


21

Select the Team Members
• 4 to 10 people

• From across all levels and functions impacted
by the project
• Include experts – if they have open minds

• Include people with prior Kaizen experience
• Include outsiders from unrelated functions to
obtain different points of view

• Provide focused training to the team before the
event

23

Facilities and Logistics
• Work Areas
 Notify people of upcoming Kaizen and purpose
 Floor/equipment layout – obtain/create a schematic

• Training / Meeting Rooms
 Reserve room
 Flipcharts, overhead projector, Post-it® notes, etc.

• Food and Refreshments

• Location for Celebration

25

Collecting Information
 Pre-Event baseline data:
 Lead

Time, Touch Time, Cycle Time, Percentages, etc.

 Number

of people in the process

 Product/Service Demand by Type, by Shift; Customer
Demand (Takt Time)

 Quality Defects, Rework Loops, Inspection Points
 Cycle time by Product/Service
 Space Requirements, Distances Traveled; Before
Pictures
 Safety Issues; Future Plans; Past Failures at a Similar
Effort

27

Conference Room or Gemba?
• Important to “go to the gemba”
 “Gemba”: where the process actually occurs

• Kaizen can happen right on the factory floor or
information can be gathered at the process

• Conference room can be used for analysis and
discussion
• Don‟t be afraid of going back to the gemba to
challenge and test ideas


29

Pre-Event Communications
• Communication from Leadership should:
 Explain to employees what a Kaizen Event is and why
it is needed
 Explain how it supports Lean initiatives
 Focus on long-term improvement rather than shortterm disruption
 Discuss safety and ergonomic concerns
 Set expectations for step change, not insignificant
incremental improvement
When people are familiar with the Event prior to its occurrence,
they will be more receptive and productive during the Event

31

Tips for Success (cont’d)
• Guide but don‟t steer – allow divergent points of
view
• Do not under plan
• Be sure you are clear on the expectations from
the Event
• Be sure each team member understands
expectations from the Event

• Understand the roles of team members, SMEs,
Executive Sponsor, and yourself

33

Pre-event
Preparation
Checklists


Two Weeks Before Event…


Finalize Team Membership
 Should be personally invited by the Executive Sponsor/Team Leader



Define Event Schedule
 What training modules should be used?
 Develop Event agenda
 Determine time and place for mid-week reports and final Report Out



Develop Team Charter
 Get buy-in from Executive Sponsor
 Approval from PMO (to prevent duplication/coordinate lessons learned)



Publish Charter & Agenda to all Event Team Members and PMO



Send out „Invitation to Event‟ email to each member and Sponsor



Reserve a room for the week and Final Report Out



Reserve overhead projector



Make food arrangements – Lunch and coffee breaks

37

One Day Before Event…


Verify the room is setup properly for your Event… U-shaped works nicely



Verify meals and snacks are confirmed



Verify all supplies and equipment



Coordinate with the Executive Sponsor



Coordinate with the Team Leader



Dry Run the Agenda



Rehearse presentation and timing



Prepare notes



Print handouts, make copies



Prepare Attendance Sheet (one for each day)



Prepare Day 1 Agenda on flipchart



Post Good Meeting Practice guidelines on meeting room wall

39

3
THE
KAIZEN EVENT


Kaizen Event Process
1. Orientation

5. Report &
Celebrate

4. Make the
Improvements

2. Understand
Current Situation

3. Develop
Future State
Design


43

Kaizen Event Agenda*
Day 1 –
Orientation

Morning

• Welcome &
Introductions
• Set expectations
• Provide focused
training
• Identify the Customer

Day 2 –
Understand
current
situation

Day 3 –
Develop
future state
design

• Analyze current state

• Future state design

• Brainstorm ideas

• Mid-week review

• Root cause analysis
• Prioritize solutions

• Implement
improvements

Day 4 –
Make the
improvements
• Implement
improvements

• Finalize future state

• Try out or simulate new
process

• Complete training on
standard work
• Final presentation

• Train participants


• Tweak design as
needed

• Define Kaizen Charter

Lunch

Afternoon

Day 5 –
Report &
celebrate

• Lunch & celebration

• Implement
improvements

• Create and implement
standard work

• Root cause analysis

• Try out or simulate new
process

• Measure future state

• Prioritize solutions

• Train participants

• Establish current state

• Calculate actual
benefits


• Day 4 summary

• Day 1 summary

• Day 2 summary

• Tweak design as
needed
• Day 3 summary

• Set objective(s) for Day
5

• Document current state
– process map or value
stream map, identify
waste (opportunities),
data collection, etc.

• Analyze current state

2

• Brainstorm ideas

3

4


* Adjust duration as required
45

Day 1 –
Orientation


Orientation
• Welcome and introduce the Kaizen team
• Set expectations – what is the objective?
• Provide focused training, e.g. Kaizen overview,
VSM
 Limit to half a day maximum

• Identify the Customer – internal/external
• Define the Kaizen charter

49

Safety & Integrity
• All event activities must be performed with your
safety and the public safety in mind
• Take the opportunity to correct hazards, even if
not directly tied to the event
• Process changes must not lower the quality of
products/services
• Consider ergonomics and focus on reducing
waste when redesigning a job/process

51

Team Orientation
• Team member package

• Review the process

 Agenda

• Clear, simple priorities

 Background data

• Goals and work
requirements, hours, start
time, daily meetings

 Objectives
 Rules and safety
procedures

• Deadlines, milestones

 Kaizen Charter
 Policies & Procedures

• Avoiding conflicts
• Roles for management


53

Day 2 –
Understand
current situation


Understand Current Situation
• Crucial first step in process improvement

• Deep understanding of the existing processes
and dependencies
• Identify all the activities currently involved in
developing a new product
• Observe the process first hand
• Flowchart the process or define the value
stream

57

Flowchart
• A flow chart is a graphical
or symbolic representation
of a process.
• Each step in the process is
represented by a different
symbol and contains a
short description of the
process step.
• The flow chart symbols are
linked together with arrows
showing the process flow
direction.

59

Identify VA, NVA-R, and NVA
Activity
Yes

Adds Value
to Customer?

Necessary
to Produce
Output?

No

No
Yes

Yes

Contributes
to Business
Effectiveness?

No
VA

Customer
Value Added
Agree Specifications
Manufacturing

NVA-R

Sustaining
Payroll
Testing
Development Activity
Back-up Database
Changeovers
Audits
Regulatory

NVA

Non-Value
Added
Review & Approval
Scrap
Rework
Filing
Copying
Reconciliation
61

Identify Root Causes
• Cause and Effect Diagrams

• Why-why Analysis
Causes

Materials
(or Information)

Manpower

Effect

Machines
(or Equipment)

Output

Environment

Methods

Measurement


63

Kaizen Event Process
1. Orientation

5. Report &
Celebrate

4. Make the
Improvements

2. Understand
Current Situation

3. Develop
Future State
Design


65

Develop the Future State


67

Day 4 –
Make the
improvements


Implement the New Process
• Plan
 What specific changes need to occur
 In what sequence
 Resources needed – get commitment
 Impact on existing activities and functions

 Responsibilities

• Communicate
 Who, what, when

• Implement
 Execute the plan

• Modify (as needed)

71

Develop Implementation Plan
• Will new skill sets be
required, and how to
achieve them?
• Is the current organization
structure sufficient?
• Are there cultural issues?
• Is there potential for “push
back”?
• Any implications for
suppliers?

• Implications for customers?
• Implications for team
members?
• Do current technologies
support the new process?
Are they available and cost
justifiable?
• Technology is an enabler,
not a solution.

• Does the reward system
support the new process?


73

Standardize the Work
Control Points for Stability
Materials &
Information

Machines
(equipment)

Methods

People

Measurements

Feed in materials
& information

Ship to customers

Sloppy work = defective,
off-standard products

Standard

75

Mistake-proof the Process
• Mistake proof the
process.
• Take the magic out
and make it into a
repeatable science by
eliminating the ability
to make errors.

Figure out which
method applies,
starting at the top.

Best
 Elimination
 Replacement
 Prevention
 Facilitation
 Detection
 Mitigation


77

Typical Results
• 40 – 60% reduction of lead time

• 10 – 15% productivity improvement
• 10 – 20% reduction in rework
• Improved communication between functions and
departments
• Clearly defined customer needs throughout the
value stream

• Improved customer satisfaction


79

Day 5 –
Report &
celebrate


The Final Presentation
• Allow teams to document and publicize
accomplishments
• All team members should participate
• Allow time during event to prepare (2-3 hours)

• Invite sponsors
• Invite employees from target areas as well
adjacent areas

• Invite audience to stay for celebration


83

Celebration Guidelines
• Involve senior leaders in celebration

• Involve and recognize contributions of area
employees not actually on the team
• Recognize contribution of support functions

• Involve team in celebration/recognition specifics
• Recognition should be focused squarely on
results achieved, not simply on having
participated in an event


85

Kaizen Event Post-Work
• Follow up with Event Sponsor/Champion and
Event Leaders:
 Ensure implementation plan is being met
 Ensure action plan is being executed

 Ensure the team is touching base on progress

• Teams should track progress against
performance goals
 Can be integrated into daily management activities
 Meet monthly to assure changes are adhered to

87

Kaizen Event Post-Work
• Publish follow-up communication
 Publish and circulate successes using Lean Team
Room/Intranet
 Send summary and thank-you package to all external
participants
 Give recognition to participants via the Lean
Newsletter to:
 Broadcast

results and generate excitement

 Communicate
 Describe

lessons learned

best practices for deployment elsewhere


89

END OF GUIDEBOOK
For more information about our
services, please visit

www.oeconsulting.co
m.sg


A
Kaizen Event
Templates

Kaizen Summary
Project type: ________________ Area: _________________Team Leader: ______________
Before/current state

After/future state

Reasons project chosen:

Results:

Tools used on project:

Next steps:


95

Kaizen Status Update
Kaizen Implemented

Expected Results


Actual Results

97

Enter Kaizen title:
Agenda


99

Enter Kaizen title:
Metrics & Data Collection Plan
What is to be
measured

Who is responsible
for gathering of
data, and who is to
receive data

When

Where


How

101

Enter Kaizen title:
Layout:
• Before

• After


103

Enter Kaizen title:
Mistake proofing improvements
• Problem

• Solution


105

Enter Kaizen title:
Lessons learned
• Lesson one

• Lesson two
• Lesson three


107

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