Introduction to Kaizen Introduction Kaizen Facilitation

Objectives Understand the DMAIC roadmap for project execution Be aware of expected deliverables associated with each of the five phases Introduce Kaizen projects (aka: rapid improvement events) and the value that they bring to organizations DefineMeasureAnalyzeImproveControl 2

Kaizen Purpose 3 In general, it is a problem solving process based on improving safety, enhancing quality, and increasing speed of execution (delivery), by the elimination of waste in its many forms 改 Kai 善 Zen (Change)(Good)

Kaizen Background Kaizen events (projects) are a way of unlocking the talents and abilities of all employees: at the operating level, in the quickest time, by those who know the situation best Originally used by Toyota Motors to foster continued improvement within its Toyota Production System It is now used around the world by many companies and has been adopted to suit their particular needs and customs 4

Value of a Kaizen Event Kaizen events (projects) are a way of accelerating business process improvement to enhance safety to improve productivity to reduce cycle times to reduce work-in-process to reduce scrap and defects while minimizing the need for capital helping management to find new ways to gain savings in time, space, and labor output 5

DMAIC Phases Define What is the scope of the problem? MeasureWhat is the frequency of the problem? AnalyzeWhere and why does it occur? Improve How can we fix the process? ControlHow can we ensure the process stays fixed? Process Output Y= f (x) of inputs (Process variables x 1, x 2 ….) To improve Output Y, …control the key variables or inputs ( x’s ) 6

The DMAIC Framework To undertake an activity we use a systematic approach through the framework of D-M-A-I-C: Define: Projects start with a problem that needs solving. Make sure everyone involved knows their role, why you’re doing the project, and what you’re trying to achieve. Measure: The work you’ve done in the Define phase is based on what you think the problem is. During the Measure stage you need to clarify things by seeing how the work actually gets done and how well. 7

The DMAIC Framework (continued) Analyze: Now you know what’s happening with data, it’s time to find out why, but don’t jump to conclusions. Manage by fact to check out the possible causes and get to the root cause of the issue. Improve: Now that you know about the process and the problem, the Improve stage is where you need to find a way to address the root cause, so come up with some ideas, select the best one and test it out. Control: Lastly, you need to ensure you achieve and hold the gain. Sustainability is the most important aspect. Putting a control plan in place is vital to ensure that the process is carried out after your project is over and true gains are realized. 8

A typical Kaizen project lasts days consisting of the following Projects are lead by a trained Kaizen Facilitator and supported by a Champion or Mentor Projects are conducted at the place of the problem/issue and use team members from the process to support the problem solving effort Project Layout 9 DefineMeasureAnalyzeImproveControl

10 Kaizen Roadmap Define 1.Review Charter 2.Prep for Kaizen Event 3.Walk the Process Measure 4.Create High Level Map 5.Create Detailed Map 6.Collect Baseline Data Analyze 7.Perform Value Analysis 8.Complete Waste Walk 9.Identify Root Causes I mprove 10.Select Improvements 11.Identify Future State 12.Perform Risk Assessment 13.Pilot & Implement C ontrol 14.Demonstrate Improvement 15.Mistake Proof 16.Implement Control Plan Note: As we move through the material, the modules follow this flow

Tool Flow 11 Review Charter Walk the Process (backwards) High Level Map SIPOC/VSM Detail Map Brown Paper Baseline Data Value AnalysisWaste Walk Root Cause Fishbone Select Improvements Brainstorm & PICK Future State Map Risk Assessment SxOxD Pilot & Implement Demonstrate Improvements Mistake ProofControl Plans MEASUREDEFINE ANALYZE IMPROVE CONTROL

Commits support to the team Sets priorities Executive High level leader (Director / VP) Clears obstacles for the team Sponsor Manages the project Runs the team Facilitator Lean expert (mentor/coach/MBB) Supports facilitator on methods and usage Mentor Roles in Supporting a Kaizen Project 12

100% of time committed to the team 5-10 people; 2-3 from work area Team Member Have skills that may be needed (SME) On-call to support the project (priority) Support Team Vested interest in results Processes affect MANY people Stakeholders Specific type of stakeholder Internal or external Customers Roles in Supporting a Kaizen Project (continued) 13

Communicate problem to team before any kaizen project/ event planning Communicate project charter to team & stakeholders Before Communicate to stakeholders Daily/ weekly leaders briefings (report progress and problems) During Report out Audits After Kaizen Communication 14

Poor scoping / goal setting Projects not linked to big picture Poor communication Teams without authority to make changes Improperly trained teams Uncommitted leadership Watch Out For… Obstacles and Pitfalls 15

Review What are the five phases of the DMAIC roadmap Know deliverables associated with each phase Understand how a Kaizen event/ project follows the DMAIC road map Appreciate the value that Kaizen brings to an organization 16 DefineMeasureAnalyzeImproveControl