Kaizen Leader Training: Improving the Practice-to-Performance Ratio
Transcript of Kaizen Leader Training: Improving the Practice-to-Performance Ratio
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Kaizen Leader Training: Improving the Practice-to-Performance Ratio
Whitney Mantonya Collaborative Lean Solutions Ellen Milnes MoreSteam.com
Sponsored by:
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• Process Improvement Training &
Technology
• Trained 500,000+ Lean Six Sigma
professionals
• Served over 50% of the Fortune 500
• Courses reviewed and approved by
ASQ and PMI
• Academic Partnerships with The
Ohio State University, University of
Notre Dame, California Polytechnic
University, and George Washington
University
MoreSteam.com
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Select Customers:
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63:1 The ratio of practice to play
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Answers to the first two survey questions (training drivers and most important skills) were collected during a series of one day benchmarking conferences conducted in the US and Europe during 2014 and 2015.
Answers to questions about eLearning effectiveness were collected from MoreSteam’s larger enterprise customers in a survey conducted in September of 2015. Respondents include IBM, HP, Hertz, AB-InBev, Tyco, Honeywell, PPG, Eli Lilly, Ohio State, Emerson Network Power, Nationwide Insurance, and Cardinal Health.
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Data was collected from two sources.
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Complex Data Analysis Tools
Team Leadership
Simple Data Analysis Tools
Lean Methods
Skill at Implementing Change
What skills/tools are most important to you and your people?
Data collected over last 12 months
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Something Else
Instructor Time/Cost
Travel Cost
Training Flexibility
Training Effectiveness
Which driver has the most influence on your training design?
Data collected over last 12 months
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How effective is your blended training model compared
to the training model you used previously?
Std. Deviation 35.7%
N = 29
0% 25% 50%
39.5% Better Mean
Median 30% Better
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Some things don’t need much design work…
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Some do…
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0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0%
Classroom Lecture
Physical Sims (catapult, Sigma Station)
Online Sims (SigmaBrew, InBox)
Study Halls
One-on-one Coaching
Project Work
Learning Activities Used in Blended Model – Beyond eLearning
All responses: n=29
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0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
Classroom Lecture
Physical Sims (catapult, Sigma Station)
Online Sims (SigmaBrew, InBox)
Study Halls
One-on-one Coaching
Project Work
Learning Activities Used in Blended Model
Highest Improvement
Lowest Improvement
Comparison of 9 Worst vs. 8 Best
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What are the most important success factors for your training model?
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Leadership Support for Training Time
Reporting
Scheduled Weekly/Monthly meetings
Realistic Simulation/Practice
Structured timeline and deadlines
Success Factors
From responses with greatest improvement
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0 1 2 3 4 5 6 7 8
Presentation Version of Content
More Practice, Shorter Cycles ofApplication
In-Person Study Hall, Workshop
Communicate Real Success Stories, CaseStudy
Realign Content - Quick Improvement
More Simulation
Do-Over
If you had a do-over on your blended learning design,
what would you do differently?
From responses with least improvement
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Bloom’s Taxonomy
Bloom's Taxonomy (Revised)
Create
Evaluate
Analyze
Apply
Understand
Remember
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Creating
Evaluating
Analyzing
Applying
Remembering
Understanding
Passive
Active Dynamic
Complex
Open-Ended
Structured
Simple, Linear
Close-ended
Learning Activities Bloom’s Taxonomy
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Complex
Open-Ended
Close-Ended
Simple
Map Your
Learning Activities
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Complex
Open-Ended
Close-Ended
Simple
Card
Drop
Dice
Quiz Story Problem
Quiz with Data
Case
Study
Lean
Process
Sim
(InBox)
Project
Work
Catapult
SigmaBrew
DMAIC
Drag
& Drop
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Key Ingredients:
Key Methods:
Realistic Simulation
More Components
Clear Expectations,
Structure, Follow-up,
Leadership Support
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Example: Kaizen Leader Training
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What Is Kaizen?
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WA
ST
E Measure
Analyze
Improve
Control
Define Kaizen event
Quick Hit
VA
RIA
TIO
N
Problem Solving Leveraging Data Analysis
Rapid Implementation of Simple, Visible Solutions
Small Improvements to Individual Daily Work
GB/BB Project
Continuous Improvement Continuum
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Kaizen: the Rugby of Process Improvement
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Collaborative Lean Solutions
Guiding Principles of Kaizen Training Design
• Participants need to know more than just lean tools
• Use InBox simulation as a Kaizen event
• Provide multiple opportunities to practice facilitating the common Kaizen activities
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STEP 1: BUILDING THE KAIZEN MODEL
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Collaborative Lean Solutions
Kaizen Activities
Pre-event Prep ( 8-12 hrs)
Event Week- 5 days
Follow up actions- 15 days
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Collaborative Lean Solutions
Kaizen Event Flow – 4 ½ days
Day 1 D/M
•Team Training
•Charter/SIPOC Review
•VSM/Process Mapping
•NVA/Pain Point Identification
Day 2 A
•Root Cause Analysis
•Brainstorm and Select Solutions
•Future State Mapping
Day 3
I
•Kaizen Week Action Plan
•Midweek pitchout preparation and presentation
•Pilot and/or Implementation of Solutions
Day 4
I
•Implementation of Solutions
Day 5
C
•30 day action plan
•Final Financial Calculations
•Final Pitchout Preparation and Presentation
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Collaborative Lean Solutions
Certification Requirements
• Completion of on-line and classroom training curriculum
Training
• Participate/observe a minimum of 1 kaizen event
Observation
• Lead 2 events
Event Lead
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Collaborative Lean Solutions
Considerations
• Timing of participation
– Prior to training
– Sponsored event week
• Coaching support
– Experienced resources to support
– Leverage short term external support to build capability
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STEP 2: BUILDING A BLENDED PROGRAM
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Collaborative Lean Solutions
Training Goals
Tool Knowledge
• Commonly used lean tools
• What they tell you
• When they are used
Kaizen Execution
• Flow of the Kaizen event
• Picking the right tools for the problem at hand
• Sequence of activities
Facilitation
• Build confidence in facilitation skills
• Provide multiple opportunities to facilitate and observe others in the facilitation of specific tools
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Collaborative Lean Solutions
Training Design
• Kaizen Model
• Project Definition
• Metrics
• Lean Tools
On-line Curriculum
(22 hrs)
• Brief tool review with practice exercises
• Leverage simulation as a proxy for actual Kaizen event
• Provide multiple opportunities to practice facilitation
Classroom Session
(2 days)
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Collaborative Lean Solutions
Classroom Sessions: Keeping it Interactive
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Collaborative Lean Solutions
Tennis Ball: Setting the Stage
Image courtesy of http://wardrounds.northwestern.edu
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Collaborative Lean Solutions
Shapes: Build understanding of the impact of lean tools
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Collaborative Lean Solutions
Standard Pig: Demonstrating Impact of Standard Work
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Round 1
• Using the grid provided draw a side profile of a pig, centered on the page
• Make sure the pig’s head is facing left
• Pig must be large enough so that a piece of it is in every box EXCEPT the top right
• You have 2 minutes to draw your pig- we will post each one on the wall
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Round 2:
• Use distributed work instructions to draw a pig on the grid
• You have 2 minutes to draw your pig- we will post each one on the wall
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Round 3:
• Use newly distributed work instructions to draw a pig on the grid
• You have 2 minutes to draw your pig- we will post each one on the wall
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Collaborative Lean Solutions
InBox: Experience Facilitating a Kaizen Event
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Collaborative Lean Solutions
Piloting the Program
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Collaborative Lean Solutions
Pilot Lessons Learned
• Blended training model effective and efficient way to train kaizen leaders
• Classroom session should be interactive and provide participants with multiple opportunities to practice facilitation
• Demand for training should be balanced with ability to provide coaching support and opportunities to observe or co-lead prior to independently leading kaizen events.