Kaizen Event Day 5 Module 6
TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV The Importance of Kaizen Planning
Cutting corners in Kaizen planning is a recipe for disaster, no matter what the reason.
The initiation phase is critical to the success of the Kaizen as it establishes its core foundations.
Effective Kaizen planning takes into consideration all aspects of planning including stakeholder engagement, benefits mapping, as well as the actual Kaizen event itself.
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Steps for Kaizen Planning
• Lean commitment • Project Scope • Project Measurement • Project Team • Project Schedule • Kaizen Event Outline • Kaizen Training Materials
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Planning Your Kaizen
Lean Commitment
Is there a common understanding and commitment within the organization about the Kaizen event process?
• Is there an understanding within the organization that the team is not just making recommendations, but will make decisions in consultation with management during the week that will begin to be implemented immediately? • Are all levels of the organization (management and employees) aware of the Kaizen event and do they understand that there may be significant changes coming? • Is there a commitment to designing and implementing the best solution and improvements for the customer by using data, Lean tools and the process? 4
TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Planning Your Kaizen
Lean Commitment Check Point
• Lean overview for stakeholders and Departments involved in the process
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Planning Your Kaizen
Project Scope
Is the scope complete and appropriately sized?
• Have you completed the SIPOC and Kaizen Scope document ? • Is the scope too large to achieve success? • Is the scope so small success will not be transformational? • Are you improving a complete system instead of putting band aids on parts of the process? • Is there any info/decisions made about future plans, “sacred cows,” or past or potential problems the team
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Planning Your Kaizen
Scope Check Point
• Project Worksheet • SIPOC • Kaizen Event Scope Document (pg.1&2)
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Planning Your Kaizen
Project Measurement
Is the necessary data and information to ensure and measure success available?
• Is there baseline data (monthly, yearly volumes; number of FTE’s assigned to the process) available for current lead time / cycle time / performance measures etc.? • If there was a data gathering plan developed, has the information been collected?
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Planning Your Kaizen
Project Measurement Check Point
• Kaizen Scope Document (pg. 3)
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Planning your Kaizen
Kaizen Team
Are the right people on the team? • Do you have all the areas of the process being improved represented on the team or at least available for consultation? • Do you have the horsepower needed to make critical decisions on the team or at least available for consultation? • Do you have customers on the team, or have you surveyed or discussed the event with process users so the “voice of the customer” is represented? • Have you included thoughtful, good organizational thinkers with little or no knowledge of the process to provide a fresh perspective to the team? • Are the team members strong, well respected, knowledgeable employees and not the people you can most afford to do without for a week? 10
TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Planning your Kaizen
Kaizen Team Check Point
• Scope Document (Pg. 4)
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Planning your Kaizen Kaizen Schedule
Is the event a top priority of the organization for that week?
• Is the entire team committed and scheduled to spend the full week focused on the event? • Is there an adequate room available the entire week? • Is the team leader committed to change, available all week and able to put in the time before, during and after the event to ensure success? • Are subject matter experts able to be on “stand-by” to support the team as needed? • Is the facilitator committed to implementing the results and available to help remove barriers during the course of the week?
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Planning your Kaizen
Kaizen Schedule
• Scope Document (pg. 5)
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Planning your Kaizen
Stakeholder and Culture Management
Is the organization ready to immediately implement significant improvements and changes? • Are there decisions to be made by management before the team can implement change? • Is there a strong mandate to do things differently the following Monday?
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Planning your Kaizen
Stakeholder Management Check Point
• Stakeholder Management • Communication Plan • Scope Document (pg. 5) • Approved Project Charter
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV One Month Before Kaizen Event
Select the date for the event and book the room. Select the facilitator, team leader and team members and inform them.
Ensure the team consists of cross-functional members with one or two representing the process where the problem exists.
Select back-up personnel to cover for them if necessary. Inform senior management of the event and schedule the report-out. 16
TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Two Weeks Before Kaizen Event
• Complete a Kaizen Charter • The team should have a preliminary meeting. • Understand the problem and expected solution. • Begin collecting appropriate data that may be used in the event. • Line up resources that may be necessary such as maintenance personnel, stakeholders and subject matter experts if required. • Determine IT requirements, e.g. computers, printers and access to network etc. • Determine the budget for the event.
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV One Weeks Before Kaizen Event
• Ensure training materials and equipment are available. • If the event will include 6S, include cleaning and organization supplies. • Review data collection activity to ensure that data will be available for the event (if necessary). • Arrange refreshments, lunches, supplies (post-it notes, paper, markers etc.). • Arrange recognition gifts if they are to be provided.
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Welcome and overview (15 minutes) Page 9 Senior leadership kickoff (15 minutes) Page 9 Team member introductions and expectations (20 min) Page 9 Training: What is a Kaizen event? (20 minutes) Page 10 If logistically possible: Walk-through of the process (1 hr.) Page 10 Review the scope and baseline data (30 minutes) Page 11 SIPOC (15 minutes) Page 11 Training: Process Mapping (15 minutes) Page 12 Develop current-state process map (3 hours, 20 minutes) Page 13 This segment typically continues into Day 2 Preview the next day, review the current day (5 minutes) Page 14 19
TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Welcome back; preview the day (5 min) Page 16 Continued: Develop current-state process map (2 hrs, 40 min) Page 16 Training: TIM U WOOD (20 min) Page 16 Activity: Identify waste and value-added activities (30 min) Page 17 Training: Six Sigma, Lean, batching, standard work, etc. (20 min) Page 18 Activity to illustrate standard work: Pig drawing (10 min) Page 18 Training: Error-proofing through poka-yoke (15 min) Page 19 Brainstorm improvement ideas (15 min) Page 19 Group the improvement ideas into like categories (30 min.) Page 20 In Subgroups: top three ideas, identify challenges and payoffs Page 21 This segment might need to be continued on the next day.) Preview the next day, review the current day (5 minutes) Page 22 20
TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Welcome back; preview the day (5 minutes) Page 23 Subgroups report their top ideas (45 minutes) Page 23 Training: Clean-sheet redesign, transformation (5 minutes) Page 23 In three subgroups: Clean-sheet redesign (2 hours, 10 minutes) Page 24 Subgroup report-outs (10-15 minutes per subgroup) Page 25 Assignments in subgroups (1 hour, 40 minutes): Subgroup: Develop future-state process map Subgroup: Calculate and write key measures on the current-state map Additional subgroups can be formed Page 25 Preview the next day, review the current day (5 minutes) Page 27
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Welcome back; preview the day (5 minutes) Page 28 Optional video: Kid President (5 minutes) Page 28 Cont. Subgroup work on future state, key measures, etc.(45 min) Page 28 Subgroup report-outs, consensus-building (45 minutes) Page 28 In subgroups: Develop implementation plans, Round 1 (1 hour) Page 29 Subgroup report-outs (5-10 minutes each) Page 30 Continued: Subgroup work and report-outs, Round 2 (1+ hours) Page 30 Review the current day, and preview the next day (5 minutes) Page 31
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Welcome back; preview the day (5 minutes) Page 32 Optional video: “How to Start a Movement” (5 minutes) Page 32 Decide on a team name, and take a team photo (15 minutes) Page 32 Concluding work on the future-state process and implementation plans Page 34 (45 minutes) In three subgroups: Prepare for the presentation (30 minutes) Page 33 • Identify top 3 improvements • Set up room for presentation • Confirm measurable impact, including savings Review, finalize, and assign slides for presentation (30 minutes) Page 34 Give each person a print-out of the slides they will be speaking on Page 34 (45 minutes) Report-out presentation (1 hour) Page 35 23
TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Training Modules Checklist
Sessions that should be covered during every event • LeanOhio Overview: Introduction to Kaizen Event • Scoping Document/Project Charter • Baseline Data • Introduction to Process Mapping • Identifying Waste: TIM U WOOD and Value-Added • Brainstorming • Clean-Sheet Redesign Speaking Points (Stuck on an Escalator Video) • Future State
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Training Modules Checklist
Optional sessions based on the group/process needs • The 4 Voices: Customer Focus • 5S + Safety • Batching • Poka Yoke: Mistake-Proofing your Forms • Push vs. Pull • Standardization: Pig Exercise • Visual Management • What is Lean: Overview of Lean (Quality at Source and other Lean Principles) • What is Six Sigma: Variation is Evil
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TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV Questions?
THANK YOU!!! 26
TRANSFORMING THE PUBLIC SECTOR LEAN.OHIO.GOV