1. The Lean Enterprise All About ‘Kaizen’ Lean Foundations
Welcome participants to Kaizen training workshop.
(Please retain the free lean site reference with the materials.)
Lean Foundations
Continuous Improvement Training
freeleansite.com

2. Another methodology: Kaizen
Within the Continuous Improvement tools arena, perhaps none is more critical than Kaizen events. While other lean tools may stand alone, Kaizens seek to change culture and processes through the utilization of many of the lean enterprise principles
Kaizens seek small daily improvements resulting in large yearly savings
Compared to a large-scale DMAIC project, Kaizens focus on short-term “blitzes” to make immediate impact and change (change for the better)
The process of leading a Kaizen however, follows the DMAIC format
freeleansite.com

3. Learning Objective
This section seeks to standardize the process of Kaizens in an attempt to provide useful tools allowing ‘first-time’ facilitators to ‘hit the ground running’ with a project of their own.
One important concept is to start small and tackle the more complex problems at a later date - once momentum is built and the Kaizen process has been understood.
freeleansite.com

4. Overview
Kaizen is one of the critical tools within a Continuous Improvement Process (CIP)
Mistake Proofing 5S
VSM
Kaizen
events
Kanban
Cellular Layout
Visual Management
Set-up Reduction
Problem
Solving
Standardized Operations
TPM
freeleansite.com

5. “Continual Improvement” Zen = Good (for the Better)
Overview
What is Kaizen ?
(Ky-Zen)
“Continual Improvement”
Kai = Change
Zen = Good (for the Better)
The Basic Philosophy Is to Involve All Employees in Small, Daily Improvements within their Work Areas.
freeleansite.com

6. Overview Benefits of Small Daily Improvements can Add Up 20%
(One Time)
1/10 of 1%
(Every Day)
20% Improvement
1/10 x 250 Workdays
(One Time)
25% Improvement
Per Year
freeleansite.com

7. Overview What is a Kaizen event? How do I do a Kaizen event ?
A Kaizen event is a planned event (2 - 5 days) of intense improvement activities directed at specific areas of the business toward a larger goal
Kaizen events are essentially narrow-focused, short-term DMAIC projects. These can ALSO be done as part of any Lean, BB, or GB project
A Kaizen event is a cycle of improvement
How do I do a Kaizen event ?
You do a Kaizen the same way as a DMAIC project and using PDCA as your guide
freeleansite.com

8. Cycle of ‘Continual’ Improvement
Kaizens follow a continuing cycle of improvement
S = Study the change, assure it is stable – then, improve again!
freeleansite.com

9. Waste (Muda) Elimination
Overview
Kaizen concentrates on improving several aspects of the business:
Safety
Quality
Speed
How?
Value to Customer
Pull System
Waste (Muda) Elimination
1-piece Flow
Working to Takt Time
TPM 5S
freeleansite.com

10. Benefits of a Kaizen Teamwork
Everyone is able to participate and make improvements
No one individual, but a team, make the improvements
Communication
Improved relations between associates and management
Education
Improved problem solving
The more you teach someone to fish the more than can feed themselves
freeleansite.com

11. they have a voice in the process!
Benefits of a Kaizen
Awareness
Understanding of broad issues and objectives of the organization as a whole
Better understanding of Continuous Improvement and the challenges involved with Change
Confidence
Stronger feelings of self-worth
Empowerment
Increased control over the job and work environment which fosters ownership and commitment to the change process
Employees now feel
they have a voice in the process!
freeleansite.com

12. Planning requires good Project Management
Define (Plan)
Measure (Do)
Analyze (Check)
Improve & Control (Act)
freeleansite.com

13. How is a Kaizen Done? (With Good planning!)
Groundwork Period: (D-Phase/Plan)
freeleansite.com

14. The Kaizen Groundwork Period
Determining Areas of Improvement
Document current state (performance)
Forms located in forms section…
freeleansite.com

15. Kaizen Preliminary Day
Preliminary Day: (D-Phase/Plan)
freeleansite.com

16. 7W Form (Embedded below)
freeleansite.com

17. 5S Form (Embedded below)
Your Company
freeleansite.com

18. Kaizen Day 1
Day 1: M-Phase/Do
freeleansite.com

19. Kaizen Day 1 Identify and Track Improvement Actions (Embedded below)
freeleansite.com

20. Kaizen Day 1 Suggestions:
Take pictures and document the ‘BEFORE’ condition (setup) !!
You may also list these on a ‘Problem Record Sheet’ (Forms Embedded below)
A PICTURE is worth a thousand words.
freeleansite.com

21. Kaizen Day 2 Day 2: Analyze Phase/ Check Test/ Pilot/ Verify Solutions
freeleansite.com

22. Kaizen Day 3 & 4 Day 3: Improve & Control Phase (Act)
Complete Final Report-out to Management and Sponsors
freeleansite.com

23. Kaizen Best Practices
No rank on team, each person gets one vote (similar to brainstorming techniques)
Be creative, practical, and open minded to other ideas (“Think outside-of-the-box” and break Paradigms)
Don’t blame others and ALL questions are good questions
Accomplish as much as you can during the Kaizen
Document results with pictures for presentation to show verification
HAVE FUN !!
(This is the time to work on culture change !)
freeleansite.com

24. Information to Review at Initial Roll-Out Meeting
Overview of Process
Key Factors for Success:
Composition of team
Team member background
Management Commitment
Up-front agreement and understanding
Employees are the greatest resource -
give them the tools, training, & support to do a great job
freeleansite.com

25. Workshop Fundamentals Stakeholder Analysis
Composition of Team
Involvement of All People Affected by Changes
Support and Commitment of Top Management
Upfront Agreement and Understanding of Workshop Requirements
freeleansite.com

26. Team Members Representatives from these areas:
Operators from area (2 from each shift)
Technical Resources
Industrial, Process, and/or Design Engineers
Safety
Maintenance
Management (middle to upper levels)
Manufacturing Supervision
Optional Representatives from Production Control, Quality, Materials Management, Union
freeleansite.com

27. Desired Background of Team Members
Knowledge & Experience of the Process Being Studied
Team Player
Willing to Change
Positive Mental Attitude
Innovative and Creative
Able to Think Beyond the Current Way of Doing Things
Recognize & Accept that the Workshop May Involve Long Hours
freeleansite.com

28. Management Support & Commitment Required
Clear Empowerment to Team Members to Make Change
Presence of Top Leadership at Kick-Off & Wrap-Up Meetings
Demonstrate Support by "Dropping In" at Various Times During the Workshop
Expectation of Workshop Outcome Conveyed Clearly to Team.
"Champion" Identified to Support the Process and Deal with Roadblocks
Provide Recognition & Feedback
freeleansite.com

29. Managerial Responsibilities and Support
Commitment to Support Action Plans that Deal with Productivity Issues Such as -
Cross Classification
Multi-Function Operators
Manpower Reductions
Work Element Changes
Standardized Operations
Team Empowerment to Use Other Areas as a Resource to Address Issues Impacting Operations with Waste.
Support to Implement the Ideas or Action Plans that can be Accomplished During the Workshop Period
freeleansite.com

30. Managerial Responsibilities and Support
Review with Workshop Team Members and Worksite Personnel Prior to Workshop Beginning
Commitment to People Displaced
Company Expectations
Support for Making Change
Company and Process Competitive Position
Workshop Agenda and Scope
Ongoing Activities
Provide Information Regarding Issues Such as Safety, Quality, Productivity, Delivery, Cost Drivers and Schedule Performance
freeleansite.com

31. Managerial Responsibilities and Support
Recommendation for Workshop Focus (e.g. Current Problem Area) or Concurrence with Workshop Facilitator Suggestion
Understanding that Workshop Facilitators will Push Group to Reach for Solutions to the Opportunities Found, Potentially Impacting Sensitive Issues
Providing the List of Team Members within Sufficient Time for Workshop Facilitators to Review and Adjust if Necessary to Achieve the Desired Composition and Background
Reviewing "Kaizen Activity Contract" and Having all Aspects Completed Prior to Workshop Facilitator's Arrival
freeleansite.com

32. During The Workshop
The Involvement of the Targeted Area Team Members (Operators, Technical Support, Supervision, Maintenance etc.) is Critical to the Success of the Workshop. Let Them Know how Important Their Input and Support are to you.
Top Management Support of Process Must Be Displayed
Team Member Reviews are Necessary Before Changes to Targeted Area are Made
Establish Target Dates for Follow-Up
freeleansite.com

33. Utilize a Kaizen Checklist
freeleansite.com

34. Utilize a Kaizen Checklist
freeleansite.com

35. Kaizen Workshop - Best Practices
Distribute all printed materials for learners
Apply visual controls to model process, use workplace organization
Set Target Floor Area Facilitator materials by exit for them to carry out
Set up message board, beeper check table, flip charts
freeleansite.com

36. Kaizen Workshop - Best Practices
Complete Action Plan Items From Workshop
Prepare a Plan to Implement Workshop Concepts Throughout Facility. Continue Implementing!
Follow-Up and Review Status / Progress on Action Plan Items. Determine New Action Plans
freeleansite.com

37. Kaizen Workshop - Best Practices
Discuss the Purpose of the Workshop
Conduct Hear, See, Do Sessions
Close the Workshop
Finalize Commitment to Workshop Results
Introduce the Follow-Up Plan
Review Impact to other Standardized Processes
Report Cost Savings
Discuss Workshop Continuation for Visiting Guests
Break Down Main Classroom/ Meeting room
freeleansite.com

38. Kaizen Workshop - Best Practices
Complete the Contract
Complete 30/60/90 day ‘Results’ report
Review New Initiatives
Re-assess Customer Needs
Monitor Changes to Sponsor Approval
Update Cost Savings Progress
Complete the Monthly Reporting Form
freeleansite.com

39. The Lean Enterprise All About ‘Kaizen’ Lean Foundations
Thank participants for attending Kaizen training workshop.
(Please retain the free lean site reference with the materials.)
Lean Foundations
Continuous Improvement Training
freeleansite.com