Lean conference 2014 Dan Alexander - Hoshin Kanri
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Dan Alexander - Hoshin Kanri
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Lean conference 2014 Dan Alexander - Hoshin Kanri
- 1. 1 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute Using Hoshin Kanri to develop an Continuous Improvement Culture Dan Alexander – Kaizen Institute
- 2. 2 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute Kaizen Institute Dan Alexander (Born 1964) dalexander@kaizen.com Managing Director KAIZEN Institute UK • Founded by Masaaki Imai in 1985 • Over 400 Consultants worldwide • Specialists in Kaizen & Lean Implementation
- 3. Teaching the True Meaning of “Kaizen” “Change for the better” 3 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute KAI Change ZEN Good Kaizen = Continuous Improvement (CI) …by Everybody! Everyday! Everywhere!
- 4. What is Hoshin Kanri? 方針管理 hoshin kanri Direction management, control 4 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute “Policy Deployment”
- 5. 5 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute Team with no “North Star” == TASK This seems important! This seems interesting There is always too much to do and by random choices you get nowhere
- 6. 6 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute Team With a “ North Star” North Star Things you must do! Things you no longer want to do Things you can do
- 7. Policy Deployment 7 Step Process 7 KAIZEN and GEMBAKAIZEN 7 Develop Annual Breakthrough Objectives and Improvement Deploy Improvement Priorities are the trademarks of KAIZEN Institute Priorities Implement Improvement Priorities Monthly Review Annual Review PLANNING IMPLEMENTATION REVIEW Establish Organisational Vision Develop 3-5 Year Breakthrough Objectives Annual Review Self-Diagnosis Countermeasures Catch ball Lean Tools Check
- 8. 8 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute Breakthrough Objectives “ I believe this nation should challenge itself to put a man on the moon, and return him to earth safely by the end of this decade” - John F. Kennedy 1961
- 9. 9 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute How Many Breakthroughs? 9 Critical Few For Focus That Translate Directly To Q,C,D,Growth LESS IS MORE A big part of Policy Deployment is getting your organisation to FOCUS!
- 10. Top Level Improvement Priorities Top Level Improvement Priorities 10 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute 3-5 Year Breakthrough Objectives Annual Breakthrough Objectives Answers the question “How do we achieve our first year Breakthrough Objective”
- 11. PD Tracking (name) KPI Targets or Limits Andon Jan Feb Mar Apr May Jun Jul Aug Sep Oct plan actual ytd +/- plan Lost Clients 0 actual actual actual plan actual ytd +/- plan Required Resources 1 Year Bowler Chart Horizon 3 Revenue 0 actual ytd +/- Financial Results Targets or Limits Jan Feb Mar Apr May Jun Jul Aug Sep Oct actual ytd +/- actual 11 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute Policy Deployment X Matrix 0 >=1 0 >=1 0 5% >5% >= 80% <80% >= 80% <80% >= 80% <80% >= 80% <80% >= 80% <80% >= 80% <80% >= 80% <80% >= 50% <50% actual actual ytd +/- Organic Days 0 ytd +/- 0 actual New Client Days plan Margin % 0% plan ytd +/- Margin $$ 0 plan actual ytd +/- Nov Dec Revenue 0 plan % Participation 0 plan Milestone COT% 0% plan ytd +/- Missed Days vs. Contract 0 plan ytd +/- Nov Dec Member Turnover 0 Level 1 PD 2009 (date) 3 Year Strategic Initiatives 1 Year Breakthrough Objectives Improvement Priorities Improvement Targets X-Matrix
- 12. 12 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute Policy Deployment X Matrix
- 13. Deployment Through “Catch Ball” 13 Establish “what” top-down Develop consensus about “how” through two-way communication (up-down) KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute CEO Dept. Mgrs. Team Leaders. Senior Managers
- 14. Visual Management of Hoshin Kanri 14 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
- 15. Visual Management of Hoshin Kanri 15 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
- 16. 16 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute The Review Cycle Calendar • Initially, twice per month to speed up the learning cycle • Monthly at mature state • Weekly or daily checks at mid levels • Discuss misses only • Problem solving initiated for gaps
- 17. 17 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute My Journey • 1983-85 Theoretical Knowledge of JIT and Toyota Production System • 1986 – Final Year dissertation – Benefits of One piece flow assembly in car seat slide assembly • Key Learning – The theory works
- 18. 18 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute First Steps • 1986-90 Electrolux refrigeration Grad trainee / shift supervisor • Quality circles, • Quality Systems • Key Learnings – Team working gets good results & PDCA
- 19. 19 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute Lean Tools • 1990-93 Kaizen Manager – Metallifacture, training by Nissan UK in OPF, 5S, TPM • 1993-95 Production Manager Metallifacture • Trained by Toyota in Pull systems and Leader standard work • Deployed targets to Team Leaders • Key Learnings Competency to run Kaizen events – Lean Tools make significant improvement, team working
- 20. Direction for Improvement • 1995-97 Manufacturing • Policy deployment to • VSM to Improvement 20 Manager Wagon Automotive target improvement KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute Priorities • Key learnings Direction and training alone will not make Breakthrough change
- 21. 21 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute Kaizen Model For Continuous Improvement DAILY KAIZEN® N N N N N Transform People In... ...Natural Teams PROJECT KAIZEN® P B C D E Transform Process With... ...Project Teams SUPPORT KAIZEN® Strategy & Hoshin Kanri Communication & Auditing 1 T T T K Provide Motivation With... ...Kaizen Steering Committee Training & Development K M M M M ...Kaizen Promotion Office
- 22. 22 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute One Page A3 Report • Background – Good problem statement – Target vs. actual – Supporting data • Root Cause Analysis – Ishikawa diagram – 5 Why – 4M (man, material, machine, method) – Multiple causes • The Plan: Countermeasures – What, who, when – Set-based – Experiments • Follow up: Check – Process metric – Results metric • Target Condition • Adjust & Standardise – Learning from failure – Learning from success
- 23. 23 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute A3 Reporting Deployment A3 – Company / Project A3 by Business: Business 1 Business 2 Business 3 . . • Summary of problem solving activity that fits on one page (typically A3 size paper) • Visual • Follows PDCA thought process • Does NOT have one set template – be creative A3 by Plant A3 by Area A3 by Line/Machine A3 by Workstation
- 24. Structuring for Sustainable Improvement 24 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute DAILY KAIZEN® N N N N N Transform People In... ...Natural Teams N: Natural Teams (Team Leader and Staff), All Organizational Levels PROJECT KAIZEN® P B C D E Transform Process With... ...Project Teams P: Project Team Leader, BCDE: Cross Function Project Members SUPPORT KAIZEN® Strategy & Hoshin Kanri Communication & Auditing 1 T T T K Provide Motivation With... ...Kaizen Steering Committee 1: CEO Sponsorship, T: Top Management Team Sponsorship, K: Kaizen Manager Training & Development K M M M M ...Kaizen Promotion Office M: Motivators working for the Kaizen Manager Project Management and Transformation Office A3 Report
- 25. 25 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute Thank You Questions? www.uk.kaizen.com