1. Picking The Right Process Improvement Approach
Pros and Cons:
Picking The Right Process Improvement Approach

2. Continuous Improvement Employee Buy In
Agenda
Continuous Improvement
Employee Buy In
Organizational Fit / Pros and Cons
DMAIC
PDCA
Kaizen - SCORE
Lean
Selection
Implementation

3. Continuous Improvement
Philosophical belief of changing for the better
Everyone's job
Drives innovation to:
Improve processes
Reduce risk
Improve the customer satisfaction & engagement
Exceed regulatory requirements
And of course:
Do it … Safer! Better! Faster!
Without it your business will fail!

4. Employee Buy In Sponsorship Knowledge Participation Across all levels
WIIFM
Improved decision making
Reduced variability
Better results

5. Have you started your journey? Do you use metrics? Do you have a plan?
Organizational Fit
Have you started your journey?
Do you use metrics?
Do you have a plan?
Do your metrics support your plan?
How do problems get addressed today?
What resources are available?
Financial, Training, Employee, Executive etc.
Are there competing methodologies in other departments?

6. DMAIC – Define, Measure, Analyze, Improve, Control
DMAIC – Six Sigma
DMAIC – Define, Measure, Analyze, Improve, Control
Originated from Motorola in order to prove process improvements
Specifically target defects
Implies a dollar value to any “defect”
Requires a large statistical capability

7. DMAIC - continued
Define – Creating a charter with clear defined goals including SMART metrics
Measure – Collecting data relevant to the critical need of the process and the customer
Analyze – Using statistical means to identify trends, root causes, and solutions
Improve – Selecting and implementing solutions that eliminate defects
Control – Monitoring the new process over time with statistical tools to ensure defect elimination

8. DMAIC - continued Pros Cons Results Complexity Repeatability Cost
True root cause solution
Resource intensive
Higher return on projects
Extensive training
Business alignment
Preconceived expectations
Focuses on customer need
Extended duration projects
Long term solutions
Limited use outside of manufacturing

9. PDCA
PDCA – Plan Do Check Act
Developed by Walter A. Shewhart in 1940’s, and popularized by W. Edwards Deming in the 1980’s
Follows the scientific method of hypothesis, experiment, evaluate
Most widely used improvement methodology

10. PDCA - continued
Plan – Identify the issues at hand
Do – Run pilot runs or experiments to determine solutions
Check – Review the results and repeat as necessary
Act – Implement the best solution to the process or repeat the PDCA cycle from the beginning

11. PDCA - Continued Pros Cons Easy to implement Iterative process
Not process specific
Limited tools dedicated
Ample resources
Requires pre-existing metrics
Not affected by scope
Over simplification of problems
Low cost to train / implement
Difficult to qualify / qualify results

12. Kaizen – Japanese = To make Better through Good Change
Originated in Japanese manufacturing, and popularized by Toyota Motor Company
Based on an iterative process that many small improvements add up to big changes
Typically addresses the 8 wastes of business
Defects, Overproduction, Waiting, Non-utilized resources, Transportation, Inventory, Motion, Excess processing i.e. - Manual Touches
Designed to provide low cost / no cost solutions

13. Kaizen – SCORE
SCORE – Select, Clarify, Organize, Run, Evaluate
Can effectively use any tool from any other methodology
Intended to include front line workers with the most “experience”
Use of 12 Strategies for idea generation
Eliminate, Perspective, Deviation, Adaptation, Proportion, Distribution, Functionality, Economy, Direction, Rearrange, Comparison, Redefine

14. Kaizen Continued Pros Cons Easy to implement Iterative process
Not process specific
Under usage
Ample resources
Over usage
Applicable across the enterprise
Limited Expertise
Low cost to train / implement
“Manufacturing” only
Scalable
Based on other principles
Rapid Deployment
Limited Certification / Standardization

15. Lean - creating more value for customers with fewer resources
Focuses on efficiency through eliminating the “8 wastes”
Originating in Japanese manufacturing addressing Waste, Burden, Variation
Uses the “6 S’s”
Sort, Straighten, Sweep, Standardize, Sustain, + Safety

16. Lean - Continued
EFFICIENCY!
Work
Home
School
Relationships
Managing from the bottom up!

17. Universal applicability
Lean- Continued
Pros
Cons
Low cost solutions
Induces Fear
Universal applicability
Typically cost driven
Proven track record
Used as a catch all
Scope Indeterminate
Oversimplified

18. Selecting the Approach
PDCA
Focus: Improve key sub-process
Goal: Big effectiveness / efficiency improvement
Lead: Green Belt / Yellow Belt / Project Mgr.
Tools: Blended methodologies, best practices, change management
Source: Corporate Goals, Process Excellence, Business Performance issue, Regulatory/Risk concern
DMAIC
Focus: Radical Process Change
Goal: Dramatic effectiveness improvement
Lead: Sr. Leader or Black Belt
Tools: Benchmarks, blended methodologies, external experts, change management
Source: Corporate Goals, significant Regulatory or Risk concern
Kaizen
Focus: Small issue with sub-process
Goal: Resolve issue / make improvement
Lead: Process Owner – Kaizen trained facilitator
Tools: Basic tools – blended methodologies
Source: Process Excellence, Business Performance issue, 12 sources of Idea Generation
Lean
Focus: Structured process
Goal: Continuous effectiveness / efficiency improvements
Lead: TRIZ Practitioner
Tools: Principles IFR, single piece flow
Source: Process Excellence, Business Performance issue, 6S’s
Low Complexity of Problem / Risk High
Narrow Scope of Problem Broad

19. Identify the Change Agent Secure management buy in
Implementation
Identify the Change Agent
Experienced, recognized, capable
Secure management buy in
The higher the better
Sell the appropriate methodology
Have a project in mind
Select initial projects with easy wins
Political power is easy with successes
Partner with your friends
They will be the most willing to give cooperation and feedback

20. Implementation – Continued
Improve what you already measure
Use as many of the available tools as needed
Follow the methodologies closely
Include any financial considerations
Use a dedicated project manager
Have a published plan
Provide regular and ample updates
Hand pick the first team
Delegate appropriately
Maintain scope

21. Resources
isixsigma.com
Gembapentarei.com
LEAN.ORG
Wikipedia.com
All knowing

22. Charter - Example Name: Date: General Information Project Objectives
Scope
Project Name:
Streamline
Automate
Stop
Start
Process Start
Process end
Time Frame:
Key Dates (tentative):
Kickoff
Management Committee Meetings:
Follow up:
Project Team
Metrics
Key Challenges
Expected Benefits
Project Sponsor:
Management Team:
Core Team:
Extended Team:
Throughput
Yield
Cycle time
Takt Time
Environmental factors
Demand drivers
Future changes
Increased capacity
Reduced Defects
Increased flow
Reduced inventory

23. TW202: Kaizen General Presentation
Storyboard – A3 Report
Implementation Results
Improvements
Problem Statement
Root Cause Analysis
Current Situation
Ideal Situation/ Target Measures
Standardizing and Sustainment Plans
Show the slide.
Intent of the slide:
Introduce the Kaizen storyboard.
Recommended Content:
The kaizen storyboard (KFM 27.0) is used throughout the event to record the progress of the group and serves as the core method for gathering information and data for the final management report out at the end of the event.
We will come back to the storyboard throughout the presentation today and complete each of the blocks as we go.
The 11x17 storyboard (included in the kaizen kit) can be used and the information during the event transferred to it and posted in the team meeting room. Another possible solution is to use one sheet of flip chart paper for each block on the storyboard and title each sheet accordingly. When the event is complete the information will then be transferred directly into the power point management report out.
Facilitator Tips:
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24. Another Charter Example