KaizenWorkshopEbook AcuityInstitute SAMPLE

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Kaizen Workshop 3.1
Notes:
2008 Acuity Institute. All Rights Reserved.
Kai = to take apart and make new
+
Zen = to think about so as to help others
Kai = to take apart and make new
+
Zen = to think about so as to help others
Kaizen, or Continuous Improvement, was developed after World War II by the infusion of US
quality principles and J apanese philosophies and concepts. Since then, it has been expanded
by many industries in the US and abroad seeking a simple low-cost strategy for improving
quality and productivity. In essence
Kaizen is a philosophy and approach for the continuous
incremental improvement of performance
History of Kaizen
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Kaizen Workshop 3.1
Notes:
Kaizen DMAIC
Focused on quality or
efficiency problem
No more than 2 process
outputs
No more than 2 customers
Requires no external
resources (example:
customers)
Within immediate span of
control of the Kaizen Team
Narrowly scoped to include no
more than 3 stakeholders
Focused on quality and/or
efficiency problem
No limit on process outputs
No limit on customers
External resources can be
utilized
Within immediate span of
control of Six Sigma Team
Broader scoped to include
multiple stakeholders
Guidelines for Kaizen vs. DMAIC
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Kaizen Workshop 3.1
Notes:
Projects should be selected that are
important and have the right scope
to ensure success
Project Selection
Owner Involvement
Data Driven
Owners are involved in the
decision making and
implementation
Outcomes are driven by facts
and data, not opinions and
assumptions
Quick Wins
Simple Solutions
Celebrate Success
Implement quick wins
immediately to show success and
generate momentum
Solutions should be simple to
implement and not cause
major disruption
Always provide feedback and
praise to team members
Kaizen Approach
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Kaizen Workshop 3.1
Notes:
Customer complaints about the process
End to end process not defined nor understood
There is a considerable amount of rework or defects in the
process
Process is not standardized
Process inputs/outputs are not error proofed or are of poor
quality
Process cycle time is lengthy
Low productivity or inadequate throughput
Kaizen Application Examples
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Kaizen Workshop 3.1
Notes:
Management
Kaizen Lead
Event Team
Members
Kaizen
Event
Collaborative Effort
is the Key
Collaborative Effort
is the Key
Subject Matter
Experts
Kaizen Roles and Responsibilities
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Kaizen Workshop 3.1
Notes:
Is comprised of executives, process owners, and managers of the
process being improved
Drive Kaizen or continuous improvement culture
Work with Kaizen lead to identify the process area to be improved and
the objectives of Kaizen activities
Attend all kick-off Kaizen Events and participate in Kaizen Events as
needed for approval/feedback by the team
Identify resources and provide time and materials to execute activities
Publicly endorse Kaizen improvement activities
Remove barriers to Kaizen team success and empower the Kaizen
team
Recognize the team for their efforts
Roles and Responsibilities Management
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Kaizen Workshop 3.1
Notes:
Lead all Kaizen activities and facilitates the Kaizen Event
Train team members in Kaizen principles and techniques
Work with management to define process area, resources, and
problem and goal statements for Kaizen improvement efforts
Schedule all meetings for completing Kaizen deliverables
Clearly define desired outcomes of Kaizen activities with management
and team members
Accountable for reporting event progress and coordinating
communication to management and stakeholders
Manage implementation of solutions and ensure transition of improved
process to the business
Maintain all documentation from the event, prepare and submit all
deliverables
Roles and Responsibilities Kaizen Lead
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Kaizen Workshop 3.1
Notes:
Participate in all Kaizen activities (recommended number of team
members does not exceed 6)
Team player in application of the Kaizen methodology
Provide process expertise and feedback during all Kaizen activities
Are responsible for tasks within the team action plan
Deliver regular updates to team and management on status of action
steps
Help manage implementation of solutions and ensure transition of
improved process to the business
Act as a change catalyst
Roles and Responsibilities Team Members
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Kaizen Workshop 3.1
Notes:
Participate in Kaizen Events as needed
Team player in application of Kaizen methodology
Provide process expertise and feedback during all Kaizen activities
Help manage implementation of solutions and ensure transition of
improved process to the business
Act as a change catalyst
Roles and Responsibilities Subject Matter Experts
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Kaizen Workshop 3.1
Notes:
Kaizen Workshop
Course Overview
Kaizen Basics
Kaizen Improvement Methodology - Plan
Kaizen Improvement Methodology - Do
Kaizen Improvement Methodology - Check
Kaizen Improvement Methodology - Act
Kaizen Improvement Methodology Overview
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Kaizen Workshop 3.1
Notes:
A Kaizen Event is a very concentrated team-
oriented effort to rapidly improve the
performance of a process.
Kaizen
Event
Team effort is coordinated over a brief period of time typically
no more than 5 days.
A Kaizen Event can be very chaotic for a short period until
solutions can be implemented as numerous and major
improvements will be implemented at the same time.
Kaizen involves deliverables and activities prior to and right
after the Kaizen Event that must be completed to ensure
successful execution.
Kaizen Events
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Kaizen Workshop 3.1
Notes:
Kaizen Events
1. Gathers operators, managers, and owners of a process in one place
2. Maps the existing process
3. Uses qualitative analysis techniques to determine problems (ex. Lean)
4. Rapidly improves on the existing process
5. Solicits buy-in from all parties related to the process
6. Implements solutions and holds further events for continuous improvement
The true intent of a Kaizen Event is to hold small events attended by the owners and
operators of a process to make improvements to the process which are within the
scope of the process participants
The true intent of a Kaizen Event is to hold small events attended by the owners and
operators of a process to make improvements to the process which are within the
scope of the process participants
Kaizen Events
Kaizen
Event
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Kaizen Workshop 3.1
Notes:
DO ACT
CHECK
PLAN
The Deming Improvement Cycle is used for Kaizen
The Deming Improvement Cycle
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Kaizen Workshop 3.1
Notes:
Plan Kaizen Lead works with management to gather information and objectives for
improvement. This includes process area of focus, resources, management and
customer complaints about the process, and any current process performance data
that is available. This phase is prep for the 2-5 day Kaizen Event in the Do Phase of
the Deming Improvement Cycle.
Estimated Timeframe to Complete: 1-3 Weeks
Do Kaizen Lead facilitates Kaizen Eventwith assigned resources to analyze
current process and implement improvements to meet management objectives.
Estimated Timeframe to Complete: 2-5 Days
Check Kaizen Lead and team members gather data on the effects of the changes
and present results to management and organization.
Act Kaizen Lead and team members document and standardize new process and
develop a monitoring plan to ensure improvement gains are sustained.
The Deming Improvement Cycle Overview
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Kaizen Workshop 3.1
Notes:
PLAN DO CHECK ACT
Key Kaizen Deliverables
Kaizen Charter
Management
Commitment
Kaizen Team
Commitment
Pre-Kaizen Event Kickoff
Kaizen Event Scheduled
Data Collection
Data Display
Kaizen Event Agenda
SIPOC
As-Is Process
Lean Process Analysis
Root Cause Analysis
Generate Solutions
Quick Win Identification
Solution Selection
To-Be Process
Implementation Plan
Communication Plan
*Only use tools/techniques as needed based on type of problem.
Management Approval
Management Approval
Quality and Process

Indicators
Data Collection
Data Display
New Process
Performance
Dashboard
Management Approval
Process Procedures
Monitoring Plan
Response Plan
Replication Opportunities
Solution Transfer Plan
Management Approval

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Quality and Process

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