KaizenWorkshopEbook AcuityInstitute SAMPLE
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Transcript of KaizenWorkshopEbook AcuityInstitute SAMPLE
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For Personal Use Only. No Reproduction or Transmission Without Written Approval. www.acuityinstitute.com
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 Japanese 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:
2008 Acuity Institute. All Rights Reserved.
Kaizen DMAIC
Focused on quality orefficiency problem
No more than 2 processoutputs
No more than 2 customers
Requires no externalresources (example:
customers)
Within immediate span ofcontrol of the Kaizen Team
Narrowly scoped to include nomore than 3 stakeholders
Focused on quality and/orefficiency problem
No limit on process outputs
No limit on customers
External resources can beutilized
Within immediate span ofcontrol of Six Sigma Team
Broader scoped to includemultiple stakeholders
Guidelines for Kaizen vs. DMAIC
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Kaizen Workshop 3.1
Notes:
2008 Acuity Institute. All Rights Reserved.
Projects should be selected that areimportant and have the right scopeto ensure success
Project Selection
Owner Involvement
Data Driven
Owners are involved in thedecision making andimplementation
Outcomes are driven by factsand data, not opinions andassumptions
Quick Wins
Simple Solutions
Celebrate Success
Implement quick winsimmediately to show success and
generate momentum
Solutions should be simple toimplement and not causemajor disruption
Always provide feedback andpraise to team members
Kaizen Approach
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Kaizen Workshop 3.1
Notes:
2008 Acuity Institute. All Rights Reserved.
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 poorquality
Process cycle time is lengthy
Low productivity orinadequate throughput
Kaizen Application Examples
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Kaizen Workshop 3.1
Notes:
2008 Acuity Institute. All Rights Reserved.
Management
Kaizen LeadEvent 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:
2008 Acuity Institute. All Rights Reserved.
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:
2008 Acuity Institute. All Rights Reserved.
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:
2008 Acuity Institute. All Rights Reserved.
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:
2008 Acuity Institute. All Rights Reserved.
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:
2008 Acuity Institute. All Rights Reserved.
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:
2008 Acuity Institute. All Rights Reserved.
A Kaizen Event is a very concentrated team-
oriented effort to rapidly improve the
performance of a process.
KaizenEvent
Team effort is coordinated over a brief period of time typicallyno more than 5 days.
A Kaizen Event can be very chaotic for a short period untilsolutions can be implemented as numerous and majorimprovements will be implemented at the same time.
Kaizen involves deliverables and activities prior to and rightafter the Kaizen Event that must be completed to ensuresuccessful execution.
Kaizen Events
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Kaizen Workshop 3.1
Notes:
2008 Acuity Institute. All Rights Reserved.
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 andoperators 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 andoperators 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:
2008 Acuity Institute. All Rights Reserved.
DOACT
CHECK
PLAN
The Deming Improvement Cycle is used for Kaizen
The Deming Improvement Cycle
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Kaizen Workshop 3.1
Notes:
2008 Acuity Institute. All Rights Reserved.
Plan Kaizen Lead works with management to gather information and objectives forimprovement. This includes process area of focus, resources, management andcustomer complaints about the process, and any current process performance datathat is available. This phase is prep for the 2-5 day Kaizen Event in the Do Phase ofthe Deming Improvement Cycle.
Estimated Timeframe to Complete: 1-3 Weeks
Do Kaizen Lead facilitates Kaizen Event with assigned resources to analyzecurrent process and implement improvements to meet management objectives.
Estimated Timeframe to Complete: 2-5 Days
CheckKaizen Lead and team members gather data on the effects of the changes
and present results to management and organization.
Estimated Timeframe to Complete: 1-2 Weeks
ActKaizen Lead and team members document and standardize new process anddevelop a monitoring plan to ensure improvement gains are sustained.
Estimated Timeframe to Complete: 1-2 Weeks
The Deming Improvement Cycle Overview
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2008 Acuity Institute. All Rights Reserved.
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