Kaizen Project Selection & Team Basics Quality Engineering and Quality Management 1 © University of Wisconsin-Madison

2 Lesson Objectives Upon completing this lesson, you will be able to: Initiate the process of setting up a Kaizen project for this course Understand the important factors to consider in selecting a Kaizen type process change project. Understand the nature and purpose of teams

3 Project Assignment Use a “team approach” to implement a Kaizen type process change in an organization using the appropriate methods/tools addressed in this course. Prepare reports that document the stages of the project and the results obtained. – Project proposals are due in 2-3 weeks after the start of the course – Project presentations are given in class the last two weeks of the course – Project Report is due the last day of classes. Details and examples to be discussed “in class ”.

4 KAIZEN Project Selection Rate the following factors in terms of their importance in selecting a good Kaizen project for this class. Use the scale: A - Absolutely Critical E - Especially Important I - Important O - Ordinary U – Unimportant We will discuss the results when we meet “in class”

5 Project Selection Factors __Process problem can be well defined and is solvable __Project can be completed on time __Process owners welcome change and want to be actively involved __You and your team are empowered to make changes __Data/information needed can be readily obtained

6 Project Selection Factors __Process work standards currently exist __Process improvements are measurable (now vs. after) __Management sees need to change as important to warrant support/resources __Problem requires a solution that effects many people (not a single person) __Innovation is not required (Kaizen only)

7 Project Selection Factors __Process problem is non-trivial, but solvable using the course tools __Potential solution adds significant value __“Team members” can work well together (scheduling, “chemistry”, expertise, etc.) __Organization’s culture accepts change __Access to organization is easy/flexible

8 Improve an existing procedure, process, or system. – Waste and inefficiencies are common. – Needs and opportunities offer value. Develop a new procedure, process, or system. – No standardized methods are followed. – Inconsistencies and variation in results are often occurring. Types of Past Projects

9 Documentation and Communication Improvement Production Improvement Customer Services Improvement Government/Organizational Improvement Quality Systems Improvement Service Systems Improvement Others (non-work related) Topics of Past Projects

10 We will discuss your concerns, comments, and any questions you might have when we meet together “in class”. Concerns or Comments?

11 What is a Team? *DEFINITION: Two or more individuals in face-to-face interaction, each aware of his or her membership in the team/group, each aware of the others who belong to the team/group, and each aware of their positive interdependence as they strive to achieve mutual goals. *Johnson, D.W. & Johnson, F.P. (1982). Joining Together: Group Theory and Group Skills. Englewood Cliffs, NJ: Prentice-Hall (2nd edition, pp. 2-9, 11).

12 Are the Following a Team? An audience at a concert People traveling in the same airplane Green Bay Packers

13 Why Work in Teams? “2 heads are better than 1:” Problems can be very complex requiring the combined knowledge of several people to solve them (synergism) Workload can be shared among team members Many more good ideas can be generated Team members can support each other through difficult times More people will be committed to the solution, therefore chances for success are greater Get better solutions

14 Common Reasons for Team Failure LACK OF FOCUS – Project goal is much too broad, beyond control of the team, or beyond limits of time, expertise, costs and so forth INADEQUATE TEAM LEADERSHP or SUPPORT INADEQUATE EXPERIENCE/TRAINING FOR WORKING IN TEAMS OTHERS

15 Many times during team meetings, decisions have to be made. It may be impossible to get everyone to agree 100% on an issue. But it is important for all team members to agree to support a particular decision/direction. “I don’t necessarily agree with that, but I will support it.” CONSENSUS RESPONSIBILITY OF ALL TEAM PARTICIPANTS Consensus

16 How to Work in Teams TECHNIQUES FOR INVOLVING TEAM MEMBERS – Limit team size to 5-7 full time members – Use brainstorming techniques – Have a Team Leader with good “active listening skills” and the ability to ask “strategic” questions – Select appropriate team members (chemistry, skills, interests,..) – Assign small tasks to each team member (ex. Collect data)

Meeting Agenda is Important TEAM DIRECTION TEAM FOCUS AGENDA FAB DEPT. - QUALITY TEAM - 10/05/12 WHEN 11:00-11:15 11:15-11:30 11:30-11:50 11:50-12:00 WHAT Review minutes from 9/25/12 Review quality progress Results of Press #10 Study Develop plan of action “To Do” assignments review Schedule time & place for next meeting WHO S. Smith D. Jones TEAM S. Smith

18 Listening Skills 1.Withhold your opinions initially: Focus on drawing out, understanding, and guiding team members. Don’t just listen, ACTIVELY LISTEN! 2.Listen and respond with empathy. Use open-ended, directive questions or statements to achieve your listening goals.

19 Listening Skills 3.Listen to coordinate the problem solving process, using the 5 active listening skills of a good team leader. Don’t just listen, ACTIVELY LISTEN! Encouraging participation. Clarifying problems, facts, feelings and solutions by asking the right questions. Summarizing what’s been covered. Steering the group to the next topic. Controlling disruptions.

20 Minutes of Meetings Typically should include: Attendees Absentees Clear and concise notes relating to meeting topics in order discussed and the conclusions reached Action items and responsibility for assignments Date, time, and place of next meeting (if applicable) Agenda for next meeting (if applicable) should include: Items, Responsibility, Amount of time allocated, etc.