lean kaizen event - project management perspective

8/11/2019 Lean Kaizen Event - Project Management Perspective

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Presenter: Jeff Buresh

An Industrial Engineer at HP for over 17 years Leading lean efforts for about 10 years Started work in the print head & supplies

assembly in Corvallis, but have facilitated eventsin the HP Fabs, Singapore and San Diego as wellas at suppliers.

Held Kaizen Events in production, proto and product development

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Project Management &

Kaizen Event Skills Description of Project Management from the

Web: Project Management is likepushing a wheelbarrow of frogs tomarket .

One of my best compliments to date came

form a key partner after a Kaizen Event witha mix of Corvallis and Singapore Engineers:Jeff is able to herd cats better than

anyone else I have seen! 3


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Intro to the Kaizen Event Credit and Thanks goes to my first

Lean Trainer/Mentor Mike Rowney of

the ETI Group Objectives To explain the Kaizen Event from the

project management perspective To describe the facilitators role to

assure a successful Kaizen Event


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Agenda

Lean and The Kaizen Event Preparing for a Kaizen Event Holding the Kaizen Event


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What is Lean?

Lean is simply doing more with less. Used to describe Toyotas ability to design, produceand deliver high quality products using a fraction ofthe resources used by competitors.

It is a strategy that focuses on adding value tothe customer by: increasing speed, eliminating waste,

insuring quality at the source and process capability is linked to demand.

Its a way of thinking and seeing Its the use of methods and tools


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Core Principles of Lean

Determine and create value what does the customerwant? Value is defined by the Customer

Identify all the steps in the Value Stream and eliminateor minimize steps and actions that do not create value.

Make the work flow, so that there are nointerruptions and no wasted time or materials.

Use pull instead of push systems to avoidoverproduction.

Eliminate the speed bumps caused by waste Pursue perfectionthrough continuous improvement

using the proven Plan-Do-Check-Act cycles.


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Kaizen and Kaizen Events Kaizen Japanese word meaning continuous

improvement, implying many small

improvement steps Kaizen Event concentrated effort leading to a

major improvement (50% or more)

Kaizen Blitz Accelerated Improvement Workshop (Boeing) Rapid Improvement Workshop

Action Workouts (GE)


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Kaizen vent

Produces dramatic stride towards Lean in a veryshort time ( a 50% improvement now is OK)

Strategy can be implemented via a series ofkaizen events

A tactical tool for executing lean transformation

Time Time


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The Power of Kaizen vents

Powerful synergy of top-down with bottom-up Top-down: management provides direction,

resources, empowerment, encouragement Bottom-up: empowered front line associates

supply skills, knowledge, ideas, decisions,action


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How a Kaizen vent W orks

Management selects area and sets goals Management with facilitators help selects team

& frees them up for the event Management Communicates goals, but leaves

how to the team A skilled Kaizen facilitator is provided Anchored in the Lean Spirit of Improvement


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The Spirit of Improvement Improvement is everyones job

Discard your old attitudes. Dont say cant

Ask, Why?

More ideas are better, especially from people who know the process

Focus on how to make the new ideas work Dont substitute money for brains

An immediate 50% improvement is OK

Dont just plan. Do

Empower people to fix problems, not just study them

Improvement is not made from a conference room

Follow up to make sure the ideas are working

Improvement is endless 12


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Kaizen vent Typical Results

(Source Mike Rowney of ETI Group) Throughput time reduced 50-90% WIP reduced 20-85% Setup time reduced 30-85% Defects reduced 50-100%

Parts/paperwork/people travel distancereduced 50-85%


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Highly Flexible A generic War on Waste event, can be used for

Problem solving Re-engineering Very specific improvements, e.g. reducing setup time Lean Six Sigma projects

New Product Development/New Product Intro

HBR (Hows it Built Review) 3P (Production Preparation Process) TOC (Theory of Constraints implementation)


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External Case ExampleTechnical Publishing Co.

First Kaizen event in parts compiling, quality controland illustration processes

In five days, team established a work cell Results

82% reduction in throughput time from 110days to 20 days 69% reduction in work-in-process from 16 units/employee

to 5 units/employee 96% reduction in travel distance from 3542 ft to 139ft 65% reduction in number of process steps from 78 to 27 81% reduction in number of handoffs from 21 to 4


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Technical Publishing

Company Sequel Management decided to reorganize entire operation

into work cells

Over one weekend, 600 employees in 2 of 3buildings rearranged into work cells Two weeks later smaller group also rearranged Overall throughput time reduced from 110 days to 8

days (93%) 85% reduction in average direct labor hours per unit

of raw material consumed


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Corvallis Kaizen Event Results

Proto Final Assembly Completely rearranged the entire proto line including moving 2massive bases in the last 2.5 days of the event setting up cells

Increased parts out and decreased throughput time

Ink Supplies 3P (New Product Introduction) Semi-auto line decreased headcount by ~ 45% Capital decreased from estimated cost by ~ 33%

Photo Kaizen Event 32% reduction of process steps per level 43% reduction in set up time 33% reduction in travel distance


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How Does Everything Get Done in aWeek or Weekend?

Pre-Kaizen Event Preparation!

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THREE WEEKS BEFORE TWO WEEKS BEFORE ONE WEEK BEFORE1. Review Assessment data2. Complete Event Planning Checklist3. Complete Downstream Customer

Requirements4. Select a representative

product/part/document5. Walk the process and document a

preliminary value stream map; draft preliminary targets and boundaries

6. Collect and analyze process data7. Schedule the event8. Draft a Team Charter9. Get management approval and signatures

on Team Charter10. Develop Communications Plan11. Assign Facilitator tasks for the remainder

of the Plan step and the Event itself12. Plan management and employee training

as needed13. Schedule meeting and breakout rooms14. Have manager responsible for area notify

team members, especially those who haveto change shifts

1. Implement the Communications PlanCommunicate date, purpose, roles to all

participants, resource reps and others2. Select the appropriate Technical Modules3. Set the Agenda4. Conduct management and employee

training if needed

5. Review preparations for the Event6. Coordinate progress with the

management team7. Order meals and refreshments

1. Organize presentation materials,nametags, tent cards, worksheets, etc.

2. Plan the meeting room layout3. Prepare teaching assignments4. Prepare process expert to guide the value

stream mapping exercise5. Check in with team members. Make last

minute substitutions if necessary6. Check in with r esource representatives

and others7. Organize the process data into a user-

friendly form for the team members8. Check on meals and refreshments9. Meet with management team to review

roles and when their presence is requiredduring the week

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T o t a l VA / N

VA

N o t e sDay 1 - Mon., Nov. 17th Duration What Who Start Finish Notes

Event Kick Off

50 Welcome Kick Off Objectives ForEvent TheAnatomy ofa 3P Event Event Agenda Agendafor day Spirit of improvement Personal introductions Groundrules & personal expectations

Jeff Mgt Team

8 :0 0 AM 8 :5 0 AM

Program Info

20 Cost Targets Assembly Drawings List ofParts Schedule/CM

JonathanMark

8 :5 0 AM 9 :1 0 AM

LeanConcepts Part 1

65 Waste Flow(Batch vs. SPF) StandardWork (numberexercise) Visual Controls

Rob

9 :1 0 AM 1 0: 15 A M

Break 10 All 10:15 AM 10:25 AM

LeanConcepts Part 2

55 Quality (PokeYoke) HumanCapability (BlowHardReactor Exercise) Changeover& Set-upReduction Incremental Capacity Strategy (SpiralUpto automation)

Jeff

1 0: 25 A M 1 1: 20 A M

Lunch 30 11:20 AM 11:50 AM 11:10 ArrivalFishbone 60 hand builde 3X then fishbone 11:50 AM 12:50 PMChoose Process Groupings 15 12:50 PM 1:05 PMLean Concepts Part 3 15 3P Catchphrases Jeff 1:05 PM 1:20 PMCr eat e 7 Al tern at ive s & eval 10 0 2 t eam s wi th 2 ar eas ea ch + sh ar ing 1 :20 P M 3 :00 P M 40 bra ins tor m, 30 s har e, 30 eva lBreak 10 3:00 PM 3:10 PMCr eat e 7 Al ts & eval (c ont ) 10 0 2 t eam s wi th 2 ar eas ea ch + sh ar ing 3 :10 P M 4 :50 P M 40 bra ins tor m, 30 s har e, 30 eva lDay's Wrap Up 10 4:50 PM 5:00 PM

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Day2- Tues., Nov. 18thDay's Start 15 8:00 AM 8 :15 AMCr eat e 7 Al tern at ive s ( con t) 10 0 2 t eam s wi th 2 ar eas ea ch + sh ar ing 8 :15 A M 9 :55 A M 40 bra ins tor m, 30 s har e, 30 eva lBreak 10 9:55 AM 10:05 AMC re at e 7 Al te rn at ive s ( co nt ) 1 00 2 t ea ms w it h 2 ar ea s e ac h + s ha ri ng 1 0: 05 A M 1 1: 45 A M 4 0 br ai ns to rm , 3 0 sh ar e, 3 0 eva lLunch 30 11:45 AM 12:15 PM 11:15 Arrival

AssignAct ions & Simulate 130 12:15PM 2:25PMBreak 10 2:25 PM 2:35 PMImprovement ideas 60 2:35 PM 3:35 PMPrep for report out 40 3:35 PM 4:15 PMReport out 30 4:15 PM 4:45 PMWrap Up 15 4:45 PM 5:00 PM

540

Day3- Wed, Nov. 19thDay's Start 15 8:00 AM 8 :15 AMSimulate & improve 90 8:15 AM 9:45 AMBreak 10 9:45 AM 9:55 AMSelect top 1 & complete process at a glanc 45 9:55 AM 10:40 AMBuild parts and Take Times 30 10:40 AM 11:10 AMLunch 30 11:10 AM 11:40 AM 11:00 ArrivalBuild parts and Take Times (continued) 30 11:40 AM 12:10 PMCreate Work Combinations and Layout 150 12:10 PM 2:40 PMBreak 10 2:40 PM 2:50 PMMove Tools 75 2:50 PM 4:05 PMDemonstrate/Document 40 4:05 PM 4:45 PMWrap up 15 4:45 PM 5:00 PM

540

Day4 -Thursday, Nov. 20thDay's Start 15 8:00 AM 8 :15 AMDefine Information and Material F low 135 8:15 AM 10:30 AM C ontinue with documentationBreak 10 10:30 AM 10:40 AMCreate Action Plan & Report Prep 65 10:40 AM 11:45 AMWrap Up 15 11:45 AM 12:00 PMReport Out 30 12:00 PM 12:30 PMCelebration Lunch 30 12:30 PM 1:00 PM 12:00 arrival

1 :0 0 PM 1 :0 0 PMfacilitator wrap up 30 1:00 PM 1:30 PM


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Four Essential Steps of theKaizen Event

Select: Identify target area Plan:

Develop objectives, goals, boundaries, forworkshop

Preliminary analysis

Readiness check Team assignments

Implement: Technical education Current state, desired state

Implementation of tools/techniques Report out

Follow-Up: Complete action items Sustain gains

Ongoing

1 day 1 Week

3 - 5 Weeks


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Select

Major Learning : one cannot not PUSHimprovement within the HP culture Need to have PULL from several layers of the

management chain to have a successful Kaizen Event Every time we have been brought into an area from

an outside sponsor, results have been limited and notsustained

Selection Process has become simple, we waitfor customer requests on specific, large issues

3 5 W k


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Planning Objectives

Define process boundaries Set targets

Select participants, resource representatives,and stakeholders

Have management team approve and sign

the Team Charter Prepare for the actual event: scheduling,

communications, logistics

3-5 WeeksBefore

3 5 W k


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Planning Steps(Typical 1 Week Event)

Go through Event Planning Checklist and identifyissues to be factored into the detailed plan

Survey downstream customers for requirements Select a representative product/part/document Walk & document the process, collect & analyze data Draft Charter with preliminary targets and boundaries

Create detailed Event Agenda and Communication Plan Schedule and prepare for the event Finalize Team Charter, get management approval, and

prepare them for the event

3-5 WeeksBefore

3 5 W k


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Event Planning checklistTHREE WEEKS BEFORE TWO WEEKS BEFORE ONE WEEK BEFORE1. Review Assessment data2. Complete Event Planning Checklist3. Complete Downstream Customer

Requirements4. Select a representative

product/part/document

5.

Walk the process and document a preliminary value stream map; draft preliminary targets and boundaries

6. Collect and analyze process data7. Schedule the event8. Draft a Team Charter9. Get management approval and signatures

on Team Charter10. Develop Communications Plan11. Assign Facilitator tasks for the remainder

of the Plan step and the Event itself12. Plan management and employee trainingas needed

13. Schedule meeting and breakout rooms14. Have manager responsible for area notify

team members, especially those who haveto change shifts

1. Implement the Communications PlanCommunicate date, purpose, roles to all

participants, resource reps and others2. Select the appropriate Technical Modules3. Set the Agenda4. Conduct management and employee

training if needed5. Review preparations for the Event6. Coordinate progress with the

management team7. Order meals and refreshments

1. Organize presentation materials,nametags, tent cards, worksheets, etc.

2. Plan the meeting room layout3. Prepare teaching assignments4. Prepare process expert to guide the value

stream mapping exercise

5.

Check in with team members. Make lastminute substitutions if necessary6. Check in with resource representatives

and others7. Organize the process data into a user-

friendly form for the team members8. Check on meals and refreshments9. Meet with management team to review

roles and when their presence is requiredduring the week

3-5 WeeksBefore

3 5 W k


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Event Planning Checklist

Work through the Event Planning consider the process

the participants the organization as a whole

Implications for the Event Modules to emphasize

Where management support may be critical Actions to take prior to the Event Coaching for management, team members and others

3-5 WeeksBefore

3 5 W k


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Downstream Customer

Requirements Could be Internal or External Customers Interview key customers to understand their

requirements for the output received from thesubject area Quality: fewer errors/defects (specify worst problems) Delivery: where delivered, at what intervals, in what

quantities, in what configuration/presentation Have used group brainstorming with multi-voting Avoid actions that reduce the efficiency of the

downstream areas

3-5 WeeksBefore

3 5 W k


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Identify a RepresentativeProduct/part/document

Where several different products or parts (ordocuments in an office Event) are processed You need to pick the most representative item so

improvements made during the event apply to all ormost items flowing through the area

Consider several factors Customer complaints (delivery, quality, etc.) Relative volumes Profit margins Schedule

3-5 WeeksBefore

3 5 Weeks


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Walk & Document ProcessGo to Gemba the place where value is created

Avoid surprises dur ing the event, do not over look this step! On the shop/office floor, with the help of the process

expert, follow each step of the process in detail for theselected product/part/document Imagine you are the item. How are you moved? Where and how

long do you wait? Who touches you? How are you changed? How does information move with the item

Record findings on the Value Stream Mapping Worksheet Use findings to make a final determination of the process

boundaries

3-5 WeeksBefore

3 5 Weeks


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Collect & Analyze Process Data

Purposes Develop baselines for setting Event improvement targets Prepare key data for representative item selected for the

team members to use during the event Types of data that are useful

Quality (defects, customer complaints, rework rates, scrap)

Cost (output/labor hour, down time, set up time) Delivery (throughput time, on time delivery, variability) Customer satisfaction (internal and external customers)

Try to get as much trend data as possible

3-5 WeeksBefore

3 5 Weeks


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Nesta Production Preparation Process (3P) Kaizen Event 2 Team Charter - November 17 th 20th, 2008

Team Member Core Ext AreaEngineering Darrel Pozzesi X Manufacturing Engineering

Glenn Hogrebe X Manufacturing EngineeringMark Donning X Manufacturing EngineeringMark Natterer X Manufacturing Engineering

Tim Roels X Manufacturing EngineeringRich Marks X Manufacturing Engineering

Michael Goodale X Manufacturing EngineeringSrilata Thirungari X Product Engineering

Cary Yliniemi X Product EngineeringJohn Myers X R&D Engineering

Ralph Stathem X R&D EngineeringJoe Mackey X Packaging Engineering

Daryl Meekins X Ergonomics EngineerSuzanne Middleton X Human Factors Engineer

Richard Lim X IJMS-Process EngineeringJoo Hiong Tan X IJMS-Process Engineering

Operations Lisa Marshburn X Operations SupervisorDan Winings X Process TechKevin Brown X R&M TechKaren Giles X Operator

Khanh Huynh X OperatorSupply Chain Jeff Oneida X Documentation

Facilitators Jeff Buresh X Lean Methods EngineerRob Loper X Lean Methods Engineer

Maureen Glah X Lean Methods EngineerRuss Weaver X Lean Methods Engineer

ive 1. Optimize line layout, material flow within and between cells, and process flow2. Identify Tooling, Changeover, Fixturing and Error Proofing Requirements3. Identify and DFA & DFM issues and communicate these to R&D for DI2 consideration4. Create staffing model with better understanding of FTE/PPM to run line5. Create Model for Data Flow (audits, paperwork, part tracking)

Scope Start: Parts delivered to the assembly area (13mm & 31mm)End: Nesta assembled, tested and packaged

aryions

Any changes will enable pu ll system and Corvallis head co unt of 3DL + 1.2 technician s infirst half of 09

s Staffing Levels

Line LayoutQualityProcess Flow

HC < 16 1 FTE/shift for 60 ppm (pre-package)

Optimized Cellular layout in place on available floor space> 90% yield prior to packageImproved process flow for materials and data implemented to meetHC targets with Standard Work draft documents complete

is directed to achieve the above targets by identifying and removing wastes and designing a new assemblyg process using the principles and practices of Lean Manufacturing.

is empowered to make decisions and create a process that can be developed and proven in time for producther potential recommendations that are outside the teams power to implement, or that would require capitalt, are to be included in the final report. Management will give serious consideration to acting on thesedations.

ent will follow your actions with interest but without interference. We stand ready to provide support andrriers. We have ev ery confidence in your teams ability to achieve a great deal in a short time.

Hamlin Carol Beamer

orn Doug Reed

Draft the Team Charter

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Names TeamMembers

Objectives

BoundaryConditions

Targets

Scope

SponsorsCommitment

SponsorsSignatures

Formal communicationfrom Mgmt Team to KaizenTeam & Target Area Staff

3-5 WeeksBefore

3 5 Weeks


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The Event Team Team size

Can vary from 4 to 30+ The more people, the more action sub-teams of 2-4 people

Factors governing team size Number of people in the area for the Event Balance area representation with ability to keep producing

Size of the meeting room

Best team dynamics with 6-12 Team is dedicated to the event!

Do not leave unless emergency Not focusing on email or OC stay on task

3-5 WeeksBefore

3 5 Weeks


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Team Member Selection Criteria Process knowledge

Majority should be from area of Event & cover all shifts Specialized knowledge of operations The stripes come off during the Event: role is team member

not manager, supervisor, technical expert, etc.

Personal styles Natural leaders

Skeptics (especially if they are natural leaders) Former idea people who are now turned off Consider Outsiders for fresh eyes

Stakeholders

3-5 WeeksBefore

3 5 Weeks


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Extended Team Members

On call during the Event; attend report out sessions Maintenance

Information Systems Specific Engineering (depending on event) Accounting

Quality

3-5 WeeksBefore

3 5 Weeks


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Setting Targets

Combine observations from the Process Walk with theProcess Data and Managements objectives to draft

targets to recommend to the management team Targets should be

Focused to meet the objectives Few (ideally 2 or 3, 4 max)

Aggressive but not fantasy; much more than the extensionof a current positive trend stepped improvement

Result in a meaningful benefit Inspire the team to unusual heights of performance

3-5 WeeksBefore

2-3 Weeks


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Set Event Agenda Based on the targets

of the Event, selectthe appropriate: training modules, areas of focus, process walks, hands on exercises,

Facilitator needs to be ready to adapt toschedule changes

Day 1 - Mon., Nov. 17th Duration What Who Start Finish Notes

Event Kick Off

50 Welcome Kick Off Objectives For Event The Anatomy of a 3P Event Event Agenda

Agenda for day Spirit of improvement Personal introductions Ground rules & personal expectations

Jeff Mgt Team

8 :00 A M 8: 50 A M

Program Info

20 Cost Targets Assembly Drawings List of Parts Schedule/CM

JonathanMark

8 :50 A M 9: 10 A M

Lean Concepts Part 1

65 Waste Flow (Batch vs. SPF) Standard Work (number exercise) Visual Controls

Rob

9 :1 0 A M 1 0: 15 A M

Break 10 All 10:15 AM 10:25 AM

Lean Concepts Part 2

55 Quality (PokeYoke) Human Capability (Blow Hard ReactorExercise) Changeover & Set-up Reduction Incremental Capacity Strategy (SpiralUp to automation)

Jeff

10:25 AM 11:20 AM

Lunch 30 11:20 AM 1 1:50 AM 11:10 ArrivalFishbone 60 hand builde 3X then fishbone 11:50 AM 12:50 PMChoose Process Groupings 15 12:50 PM 1:05 PMLean Concepts Part 3 15 3P Catchphrases Jeff 1:05 PM 1:20 PMCreate 7 Alternatives & eval 100 2 teams with 2 areas each + sharing 1:20 PM 3:00 PM 40 brainst orm, 30 share, 30 evalBreak 10 3:00 PM 3:10 PMCreate 7 Alts & eval (c ont) 100 2 teams with 2 areas each + sharing 3:10 PM 4:50 PM 40 brainst orm, 30 share, 30 evalDay's Wrap Up 10 4:50 PM 5:00 PM

540

Day 2 - Tues., Nov. 18thDay's Start 15 8:00 AM 8:15 AMCreate 7 Alternatives (cont) 100 2 teams with 2 areas each + sharing 8:15 AM 9:55 AM 40 brainst orm, 30 share, 30 evalBreak 10 9:55 AM 10:05 AMCreat e 7 A lt ernat ives (c ont ) 100 2 t eams wit h 2 areas eac h + sharing 10: 05 A M 11: 45 AM 40 brains torm, 30 s hare, 30 evalLunch 30 11:45 AM 1 2:15 PM 11:15 Arrival

Assign Actions & Simulate 130 12:15 PM 2:25 PMBreak 10 2:25 PM 2:35 PMImprovement ideas 60 2:35 PM 3:35 PMPrep for report out 40 3:35 PM 4:15 PMReport out 30 4:15 PM 4 :45 PMWrap Up 15 4:45 PM 5:00 PM

540

Day 3 - Wed, Nov. 19thDay's Start 15 8:00 AM 8:15 AMSimulate & improve 90 8:15 AM 9:45 AMBreak 10 9:45 AM 9:55 AMSelect top 1 & complete process at a glanc 45 9:55 AM 10:40 AMBuild parts and Take Times 30 10:40 AM 11:10 AMLunch 30 11:10 AM 1 1:40 AM 11:00 ArrivalBuild parts and Take Times (continued) 30 11:40 AM 12:10 PMCreate Work Combinations and Layout 150 12:10 PM 2:40 PMBreak 10 2:40 PM 2:50 PMMove Tools 75 2:50 PM 4:05 PMDemonstrate/Document 40 4:05 PM 4:45 PMWrap up 15 4:45 PM 5:00 PM

540

Day 4 - Thursday, Nov. 20thDay's Start 15 8:00 AM 8:15 AMDefine Information and Material Flow 135 8:15 AM 10:30 AM Continue with documentationBreak 10 10:30 AM 10:40 AMCreate Action Plan & Report Prep 65 10:40 AM 11:45 AMWrap Up 15 11:45 AM 12:00 PMReport Out 30 12:00 PM 12:30 PMCelebration Lunch 30 12:30 PM 1:00 PM 12:00 arrival

1 :00 P M 1: 00 P Mfacilitator wrap up 30 1:00 PM 1:30 PM

2-3 WeeksBefore

2-3 Weeks


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Schedule & Prep for Event Select the week/dates for the Event Managers must guarantee that the team members

from their areas are available without

interruption all week, and if necessary assignsomeone to cover their regular work

Schedule meeting room, coffee, meals and if

needed breakout rooms for sub teams (dont letteam leave area)

Prepare presentation materials (PowerPoint slide,

overheads, flipcharts)

2-3 WeeksBefore

1-2 Weeks


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Schedule & Prep for Event Prepare Process Simulation Kit Prepare handouts

Process Walk Worksheet

Simulation handouts Work Combination sheets, Others

Prepare flipcharts or posters of

Team Charter Process Flows or Product Drawings Ground Rules for Teams

Assemble supplies

1 2 WeeksBefore

1 Week


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Finalize with Management

Meet a couple days prior to Event start Purpose:

Review targets Address issues Review and sign Team Charter if revised

Review the expectations of the management team(may need to help them with their presentation)

1 WeekBefore


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Role of Management Team Assure uninterrupted team member participation Empower the team to make changes Remove barriers and provide support so that team

makes changes rapidly Take risks, and encourage the team to do the same Balance suggestions for improvement with

acknowledgment of the teams accomplishments Celebrate and congratulate the team on successes


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Planning & Prep Completed!

Now we can hold the Kaizen Event

(Example a Typical 1 Week Event)

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Holding the Kaizen Event

Introduction Begin building the Spirit of Kaizen Establish the context and expected outcome of the Event Gain cooperation, group trust, and set ground rules forworking together as a team Define the Kaizen Event and Lean as powerful tools forimprovement Kickoff by Sponsor (Team Charter: Expectations) Introductions of Team members Logistics for the week Ground Rules and The Kaizen Spirit: What it means


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Training Introduction to Lean Principle/Lean Product Development Alignment around the product or process & its issues Modules and exercises determined during preparation(waste, flow, pull, SMED, TOC, Standard Work, etc.) Process Simulation General Rule < 20% training and > 80% doing


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Day 1 (standard event) Perform Process walk (follow part and information)

Each sub team member has a role (wasteologist, map maker, pacer, recorder, queue counter.)

develop ground level, current state VSM Identify waste and inefficiencies

Present findings (may be day 1 report out to the sponsors)

Daily process check: what worked/needs work

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Holding the Kaizen Event Day 2 Review Day 1 Learn some methods of attacking waste

Build and align on a vision of process improvement tomeet the targets of the Team Charter

Develop action plans

Share vision and plans with management team All team members take turns presenting at some point in event Get feedback & approval from management to implement plan



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Holding the Kaizen Event Days 3 and 4 Implement Action Plans Start Day 3 by reviewing management team input, and

agree on any adjustment to plans Designate team members to explain vision to operators

in the area Take lead on removing barriers and arranging support Ensure that the team continues to communicate with

their colleagues who work in the area

Both days hold progress review/integration meetings Beginning of the day After lunch End of the day prior to process check



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Holding the Kaizen Event Day 5 (usually half day) Close out implementation about 9am (no later than 10) and

convene the team Prepare for Final Report

Arrange room large enough for management team, resourcerepresentatives, other interested parties

Report Format Briefly summarize old process performance from Day 1 data

Describe new process Describe actions taken Present before and after results Describe Follow-Up Action Plans remaining to be completed Recommendations for management (opportunities or problems outside the power of the team) Questions?

Hold celebration lunch, encourage sponsors talk with team


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Follow Up Facilitator should follow up on the Kaizen Event

At 2 weeks and 6 weeks (& possibly 3 months) Verify local ownership

that the area manager has taken ownership of the Eventimprovements, is maintaining them, and encouragingfurther improvements

See to the completion of follow-up action plans Stimulate the extension of the Event improvements

to like processes Stimulate work on systems issues


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Questionsor Comments

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lean kaizen event - project management perspective

Documents