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National Guard
Black Belt Training
Module 50
Rapid Improvement Event
(RIE)
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CPI Roadmap – Improve
8-STEP PROCESS
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through
Define Measure Analyze Improve Control
TOOLS
ACTIVITIES
•Brainstorming
• Develop Potential Solutions
•Replenishment Pull/Kanban
• Develop Evaluation Criteria
•Stocking Strategy
• Select Best Solutions
•Process Flow Improvement
• Develop Future State Process Map(s)
•Process Balancing
• Develop Pilot Plan
•Standard Work
• Pilot Solution
•Quick Change Over
• Develop Full Scale Action/
•Design of Experiments (DOE)
Implementation Plan
•Solution Selection Matrix
• Complete Improve Gate
•„To-Be‟ Process Mapping
•Poka-Yoke
•6S Visual Mgt
•RIE
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO 2

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Learning Objectives
 Identify opportunities for quick improvements,
whether „Just Do Its‟ or RIE improvements
 Learn the conditions that may lead to a quick
improvement
 Discuss the RIE methodology for quick improvement
 Learn the difference between a project „Just Do It‟
and a RIE
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Quick Improvement Method
 The CPI training focuses on a disciplined roadmap to
Process Improvement (8-Steps or DMAIC)
 The key to effect process improvement is successful
completion of the Measurement and Analysis phases
 They set the stage for Improvement
 However:
 Opportunities may be identified early in the project
that do not warrant extensive analysis
 „Just Do Its‟ or „Quick Wins‟ bypass Analyze and go straight to
Improve Phase
 RIE improvements still follow the DMAIC/8-Step format but
the Define, Measure, and Analyze portions are accelerated
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Just Do It
(Quick Win)
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Just Do It
 Often we are able to find some opportunities for
immediate improvement early in the project using
basic tools
 Process map
 Pareto chart
 Fishbone Diagram
 Metric Implementation (Hawthorne effect)
Productivity
Y
Process Map Pareto Chart Cause & Effect
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Just Do It
 When we find these opportunities there is no need to
wait months for implementation
 We should implement change as soon as possible to
begin reaping the benefits
 We by-pass the Analyze phase and move straight to
Improve
$$
Define Measure Analyze Improve Control
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Just Do It Improvement Criteria
 Minimal or no capital expenditure
 Low risk
 Narrow scope
 Buy-in to solutions by all stakeholders
 Certainty the change will generate a positive impact
 Improvements may be implemented quickly (within 1-
2 weeks)
 The project team has the authority to implement the
desired changes
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Just Do It - Examples
 Process Step Elimination
 Procedure Change
 Safety Stock Elimination (Just in Case Inventory)
 Communication Improvement
 Supplier Price Reduction
 Part Substitution
 Training on Best Practices
 Error Proof a Process Step
 Process Balancing / Layout
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Just Do It - CAUTIONS
 Risk assessment must be an
essential part of the „Just Do It‟
decision process
 What are the potential „Just Do It‟
impacts on:
 Customers/Suppliers
 Other functional areas
 Cost/Benefit analysis
 Other teams‟ efforts
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Quick Improvement Control Plans
 Quick improvements, whether „Just Do It‟ or Rapid
Improvement Events, must have implemented Control
Plans in place before being considered complete
 It is desirable to implement improvements as soon as
possible but implementation without control can be
worse than no implementation at all
 See the Control Plan Module for Control Plan
implementation and details
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Rapid Improvement Events
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Rapid Improvement Event Facilitation
 RIE is the application of continuous improvement to a
specific, targeted process objective
 RIE assembles cross-functional teams aimed at
improving a process or problem identified within a
specific area
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What is an RIE?
 An RIE is an Event
 Defined duration (clear start & end point)
 Where Improvements are made
 Changes happen during event
 In a Rapid fashion
 Event duration is short & changes happen fast
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Important Considerations
 Events last from 3 to 5 days and during this period
production may be negatively affected
 This requires planning to avoid affecting customer
deliveries
 Anticipate a learning curve on the changes
implemented
 Document as the event happens – for example,
complete Value Stream Maps and Standardized
Worksheets during the event
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RIE Facilitation Is and Is Not
RIE is: RIE is not:
 A tactical facilitation  A tool to be used to
method for reaching reduce headcount
strategic goals
 A strategic approach  A way to do pet projects
 The involvement of all  Just an expert activity
stakeholders
 Well planned out  A haphazard event
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When to Use Rapid Improvement Events
 When obvious waste sources have
been identified As the result of
Process Mapping,
 When the scope and boundaries of a work area tour, data
collection, etc.,
problem are clearly defined and obvious sources of
understood instability and waste
are identified
 When implementation risk is minimal
Examples:
 When results are needed immediately - Standardization
(SOPs), 6S, Generic
i.e., capacity constraints, setup Pull, Setup
reduction, acute quality problems, Reduction
safety/ergonomic issues
 In the early stages of a project to gain
momentum and build credibility
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RIE Facilitation Approach
 Team is 5 days full-time vs. 4 months part-time
 Actual team hours may be similar
 Resources are dedicated
 100% dedicated for the event (5 days)
 Scope is completed and problem is identified going in
 Team does not have time for scope assessment
 Basic data is gathered
 Be ready to implement immediately
 Complete as much as possible the week of event
 May use tribal knowledge vs. detailed analysis
 Solution may be known but historically not listened to
 Allow 30-day follow-up on action items
 Items that cannot be finished that week
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RIE Approach
 RIE is a vehicle to implement „Quick Wins‟
A. Pre-Event Prep: Identify and plan narrow scope events
B. RIE: Implement do-now quick hit solutions during the RIE
C. Follow-up Action Items: RIE activity typically ends 30 days following
RIE
 The RIE approach follows the DMAIC/8-Step process
Typical RIE Timeline
Pre-Event
RIE Event Follow-up
Prep
(3-5 days) (15-30 days)
(3-5 days)
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RIE Follows the DMAIC/8-Step Structure
Define (Prep Week)
 Clearly define the RIE objective
 Pre-Event prep:
Select team members, perform logistics, notifications, data
collections, and prepare training
Measure (Prep Week and Monday of Event)
 Validate the value-stream map of the process. Complete a
resource flow layout for all operations or tasks if necessary
(people, paper, material, information)
 Carefully observe, then collect needed metrics for tasks or
steps in the selected process
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RIE Follows the DMAIC/8-Step Structure
 Analyze (Tuesday-Wednesday)
 Quickly validate root causes and identify/review sources of waste
 Review waste elimination techniques, then brainstorm process
improvements for eliminating non-value added tasks (CVA and NVA-R as
well) and reducing variation
 Improve (Wednesday-Friday)
 Create action item list to accomplish improvements
 Implement process improvements, train employees, then test, fine-tune,
and ensure the process is capable
 Control (Thursday-Friday)
 Create Standard Operating Procedures to document and sustain
improvements
 Present results to Management Team, complete follow-up, monitor results
over time
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RIE Preparation
Preparation Phase (1-2 Weeks before start of event)
 Data Collection/Analysis  Resources Alerted
 Team Selection/Notified  Create “Specialized” Training
 Scope Identified  Equipment
 $$ Savings Determined  Logistics Arranged
 Process Map
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“Specialized” Training for Team
 The entire team should be trained to use the following tools:
 6s Work place organization
 Time study
 Takt time
 Standard work layouts
 Standard work combination sheets
 Spaghetti diagrams
 Run charts
 Value add
 Process capability
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Logistics
 Meeting room near work area
 Quiet
 Work spaces for individuals and team meetings
 Tools needed for team work
 Flip charts, masking tape, and markers
 Computer, projector, screen
 White board
 Telephone
 Typical office equipment
 Post Its!!!
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General RIE Week Structure
Area Discovery
Brainstormed Ideas
Issue List
Goal
Team Training Cause & Effect
5.0
4.5 3
4.0 9
3.5 8
3.0 67
What Who When Status 2.5
Benefit 2.0
4
1
1.5 5 10 2
1.0
.5
.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0
Action Items
Final Implementation Effort
Presentation
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Typical Timeline
Monday Tuesday Wednesday Thursday Friday
8AM
Future State Des
Mid-Week Review Finalize Future State
Measure
Implement Complete Training
(Present State Future State Des
Finalize Improvements on Std Work
Analysis)
10AM Pre-Event Perform Process
Prep Participant Training
Implement
Tweak Design
Improvements
Final Presentation
Analyze
12PM
Lunch Lunch Lunch Lunch Lunch &
Celebration
RIE Kickoff
Lean/RIE Training Create and
2PM Analyze Implement Standard
Specialized Training Brainstorm Ideas Implement
Work
Improvements
Idea Effort/Impact Measure Future
Perform Process
Idea Prioritization State
Participant Training
Future State Design Calculate Actual
Tweak Design
4PM Benefits
Measure
(Present State
Analysis)
Process Part Design Create Final
Review Presentation
6PM
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RIE Schedule - Example
Mon, Sep 9 Tue, Sep 10 Wed, Sep 11 Thu, Sep 12 Fri, Sep 13
7:00 AM Review plan for the day Review plan for the day Review plan for the day Review plan for the day
7:30 AM
8:00 AM
8:30 AM Area Observations
9:00 AM Continue
Continue
9:30 AM Brainsorm Solutions implementation
implementation
10:00 AM Guest Speaker, Intro & Prepare presentation
10:30 AM Training
Area Observations
11:00 AM
11:30 AM
12:00 PM Lunch Lunch & status review Lunch & status review Lunch & status review Lunch & status review
12:30 PM
1:00 PM Problems seen Affinitize list of possible Presentation &
Define & assign roles
1:30 PM Fishbone diagram solutions Questions
Area Discovery
2:00 PM Complete Effort / Impact
2:30 PM Matrix Continue
3:00 PM Assign Action Items implementation
3:30 PM Cause & effect Prepare presentation
Area Discovery
4:00 PM
Begin Implementation
4:30 PM
5:00 PM Capture observations &
ideas Status review & updates Status review & updates Status review & updates
5:30 PM
6:00 PM Time to go home Time to go home Time to go home Time to go home
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RIE Team Rules
 Be open to change
 Maintain a positive attitude
 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!
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Facilitation Keys
 Keep Team Busy!
 Tendency for emails, voicemails, etc.
 Event will be stressful
 Forcefully stay on track
 Be a part of scope and team selection if possible
 Plant seeds but don‟t overpower the team with your
ideas
 Give something back to area personnel
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RIE Detail Schedule
Monday or Before
 Team Training
 What is a RIE?
 Project and Goal Background
 Present Data/Burning Platform
 Specialized Training Geared Toward Project Goal
 Discovery
 Team Spends Afternoon in Project Area
 Gather Insights from Personnel
 Observe Issues/Conduct Studies
 Keep Detailed Notes
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Discovery Phase
 The team “Discovery” is the most important part of
the RIE
 It is during the Discovery that the team identifies
opportunity for improvement
 Keys to Discovery success:
 Is a rotation schedule needed?
 Write everything down
 Are more backup data needed?
 Keep everyone busy
 Expect long hours
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Capture/Brainstorm Ideas
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Toolset Used During RIE
 Any tool may be used to aid the team during a RIE
from a Process Map to a Designed Experiment
 Bottom line is you use any tool that is needed!
 Pareto  C & E matrix
 Fishbone  4 Step Set Up Reduction
 Process map  Personnel/Skillset Matrix
 Spaghetti Diagram  Brainstorming
 Takt Time  Affinity Diagram
 NVA Analysis  Prioritization Tools
 Time Studies  Pilot Plans
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