Here are a few potential issues with blending value stream mapping and kaizen events in the same week:
- It can be difficult for participants to switch mindsets between the strategic, high-level thinking required for value stream mapping and the tactical, detail-oriented work of a kaizen event. This risks superficial efforts.
- Value stream mapping requires understanding the current state holistically across functions, while kaizen events focus narrowly on specific processes. Blending the two loses some of the benefit of each approach.
- The time boxes of a typical kaizen event (3-5 days) may not allow deep enough exploration and consensus building around a future state map. Mapping should inform event scope and goals.
- Mapping late
6. 6
Q2:
How would you talk a site manager into
using a Strategy Deployment X-Matrix or
Hoshin Kanri plan to prioritize
improvements?
I am two levels down in his chain of
command, and my boss is all for it.
14. 14
Q3:
Our corporate, division & plant
management teams only think of
quarterly results and want to
implement lean. Management team
expects higher efficiency should result
in reduced head count. How can I
engage employees in such an
environment and change thinking from
short term to long-term benefits?
18. Value Stream Scoping Diagram
Defining Specific Conditions
Golden State
Equipment, Inc.
Capital
Equipment
Catalog
Configure to
order
Engineer to
order
Custom
hardware
Custom
software
Both
New Product
Development
Spares &
subassemblies
Catalog
Engineer to
order
18
19. Refining the Scope: Hiring Process
Hiring
Requisition
Existing
Position
Salaried
Employee
Hourly
Employee
Office
Field
Contractor
New
Position
Salaried
Employee
Hourly
Employee
Office
Field
Contractor
19
20. 20
Q5:
Have you found an effective, scalable method
for introducing the PDCA (e.g., kata)
methodology into a multi-facility enterprise?
How should we introduce PDCA when people
have been using trial/error all their lives and in
some cases getting good results?
27. 27
Q8:
What are some tools to keep
Coaches/Facilitators engaged
after they had their training? How
do you get teams to focus on data
when they are more concerned
with their own routine?
30. 30
Q10:
How can I best coach / facilitate a senior
leadership group that is unwilling to see
things in ways other than their own? Are
there specific 'go to' questions that
could be considered 'never fail'?
Sometimes it's difficult to assess if a
question is too edgy and might cost me
my job. Any guidelines?
38. 38
Q13:
In the organization where I work we had
a lot of Kaizen events. We had a lot of
cost saving but today we are not able to
do additional Kaizen. How can we start
again? What are the activities we have
to do to avoid a fatal end to lean
implementation?
39. 39
Q14:
How do you get teams to
focus on data when they are
more concerned with their
own routine?
CLARIFICATION: I run into a lot of people that collect data for their
areas as a daily routine but do nothing with the data. How do you
get someone to go from being a bean counter to analyzing data and
make improvements from that data?
40. 40
Q15:
What have you done when you
have a group of Kaizen
participants who are trained,
but do not "believe" in
Continuous Improvement?
41. 41
Q16:
What are some tools to keep
Coaches/Facilitators engaged
after they had their training?
Don’t wait for operations to take the lead.Improvement steering committees are valuable in the early years of transformation.Learn about operations.Advocate the truth that the people who do the work are the experts.Correct people the moment you hear them talking about Betty, Joe, Will or Barbara. “Why” aren’t they performing/behaving as we’d like?What should keep you up at night? Working for an organization that doesn’t have defined and documented processes, key performance indicators for all processes and a habit of continuously improving every process to get better and better and better. Fire fighting is replaced by improvement.This begins a new era where HR and Operations truly bond. Where HR professional become absolutely indispensable parties in helping the business achieve its business objectives. Where you aren’t on the sidelines as operations gets all the glory – or the whippings. Where you’ve added value as you never have. Where you’re a true partner in building outstanding organizations.
Pilla Leitner - ManufacturingonaHealth
Now imagine how this plays out across an entire organization.Not keynotey - MG
Consensus – disagree but commit.
Don’t wait for operations to take the lead.Improvement steering committees are valuable in the early years of transformation.Learn about operations.Advocate the truth that the people who do the work are the experts.Correct people the moment you hear them talking about Betty, Joe, Will or Barbara. “Why” aren’t they performing/behaving as we’d like?What should keep you up at night? Working for an organization that doesn’t have defined and documented processes, key performance indicators for all processes and a habit of continuously improving every process to get better and better and better. Fire fighting is replaced by improvement.This begins a new era where HR and Operations truly bond. Where HR professional become absolutely indispensable parties in helping the business achieve its business objectives. Where you aren’t on the sidelines as operations gets all the glory – or the whippings. Where you’ve added value as you never have. Where you’re a true partner in building outstanding organizations.
Ashok Motwani – PCCStructurals, Inc.
German Huarte - Manufacturing
Kelly Moore - Syngenta
Similar to Dreyfus & Dreyfus five-stage learning model: novice, advanced beginner, competent, proficient, expert
Craig Slater - Hospital, Clinic, Doctor Office
Jennifer Thatcher – EPA
Scott Bryant - @va.gov
German Huarte - Manufacturing
Diane Sharp – Wm. S. Middleton Memorial Veterans Hospital
Don’t wait for operations to take the lead.Improvement steering committees are valuable in the early years of transformation.Learn about operations.Advocate the truth that the people who do the work are the experts.Correct people the moment you hear them talking about Betty, Joe, Will or Barbara. “Why” aren’t they performing/behaving as we’d like?What should keep you up at night? Working for an organization that doesn’t have defined and documented processes, key performance indicators for all processes and a habit of continuously improving every process to get better and better and better. Fire fighting is replaced by improvement.This begins a new era where HR and Operations truly bond. Where HR professional become absolutely indispensable parties in helping the business achieve its business objectives. Where you aren’t on the sidelines as operations gets all the glory – or the whippings. Where you’ve added value as you never have. Where you’re a true partner in building outstanding organizations.
Diane Sharp – Wm. S. Middleton Memorial Veterans Hospital