KAIZEN

Idea to improve continuously……….

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Conducting a Kaizen

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Content:
• What is a Kaizen?
• Why Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up
• Appendix

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 What is Kaizen?
Kaizen
• is a tool to rapidly improve work as part of the PDCA cycle
• is a tool for implementing Rule 4 of the Rules-In-Use
• goals must align with the business objectives

2. Design 3. Do
(Plan)

1. Customer
Needs
5. Improve 4. Feedback
(Act) (Check)

Meeting Customer Needs:

• Internal/External
• Shareholders
• Employees
• Community

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Why Kaizen?

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Content:
• What is a Kaizen?
• Why Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up
• Appendix

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Planning and Preparation

There are 5 basic steps:

• Identify the business case.

• Set goals.

• Select the team.

• Collect baseline data.

• Plan to support the Kaizen activity.

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 Identify the Business Case
The business case is the launching pad for a kaizen and is defined as a
discrepancy between our customer's expectations and our current processes.

The business case creates the focus for the kaizen and is documented on an
A3. Examples of a business case for a kaizen include:

• Reduce lead times

• Increase delivery performance
• Eliminate scrap
• Reduce inventories Eliminate the Gap!
• Increase capacity
• Eliminate bottlenecks
• Reduce changeover time
• Reduce machine failures
• Quality improvements

Customer

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 Set Goals
• Measurable
•Examples: Time, Money, Defects

• Align with the company’s strategic goals and identified by the

Plant A3 and Value Stream Map
•Safety, Quality, Delivery, Cost

• Stretch but realistic (target at least 50% improvement)

• Should result in a new process or new standard

• Documented on the an A3

• 1 improvement idea per team member, PER

OBSERVATION (6-7 ideas per person total)

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 Select the Team
• Team size should be based on the area(s) being kaizened.

• A trained Facilitator and a Team Leader for each Team

• Typically 4-6 people per machine or process

• Every team member should be chosen for a specific reason

•Management
•“Different Set of Eyes”
•Customers and Suppliers (internal or external)
•Experts (people who actually do the work)
•Maintenance
•Change Agents and “CAVE Men”

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 Collect Baseline Data
Baseline data is collected to document the current condition and assist
in setting the goals. This information may include the following:

Space Constraints Lead Time

Inventory Scrap Rate
Productivity Takt Time
Cycle Time Safety/Ergonomics - Loss
5-S Visual Measurement
Customer Satisfaction (NPS) Current Standard Work

The background information is used to produce a Value-Stream Map

or Process Map by the Facilitator or Team Leaders for the problem
being addressed by the Kaizen.

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 Plan to Support Kaizen
While the goal of a Kaizen is to work around the process, interruptions
are inevitable as improvements are implemented. Success requires
action prior to the Kaizen. Items to consider:

• Set maintenance support to cover Kaizen needs

• Perform moves that can be identified prior to Kaizen
• Set labor to cover customer needs during the Kaizen or
work ahead
• Adjust work scheduled and flowed through selected area
during Kaizen
• Create a “claw-back” or “recovery” plan to be instituted after
Kaizen if necessary

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Content:
• What is a Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up
• Appendix

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 Schedule for the Kaizen
Monday Tuesday Wednesday Thursday Friday

7:30 AM Preparation / Group Meeting Preparation / Group Meeting

8:00 AM Introduction and Training Report out Preparation

Kaizen Activity Kaizen Activity

9:00 AM
Kaizen Activity Report Out - Plant and Senior
Leadership / Sametime
10:00 AM Meeting

Kaizen Trial Kaizen Trial

11:00 AM Kaizen Trial
Report Out follow-up

12:00 PM
Travel Lunch Lunch Lunch

(Pre-Event meeting with

1:00 PM
Facilitators/Team Leaders)

Kaizen Activity Kaizen Activity

2:00 PM Verification and Final
Implementation

3:00 PM Travel

Kaizen Trial Kaizen Trial

4:00 PM Report out Preparation

5:00 PM
Daily Summary Daily Summary Daily Summary

6:00 PM

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 Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality

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 Document Reality
Document the Current Process. We need to understand how processes are
performed today (may be done prior to Kaizen as well).
Document
Documentation Includes: Reality

• Spaghetti Chart
• Observation Sheet *
• Standard Work Combination Table *
• Balance Table
• Layout
• 5S & Safety Audit
• Process definition (volume, mix, difficulty levels)
* One for each operator

Take the time to validate the baseline information and understand what is
happening in the area.

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 Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality

Identify
Waste

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 Identify Waste

Those eight elements that do not increase the value of

a product or service, but only increase cost.

Identify
Attack items that impact
Waste
• Process Flow
• Material Flow
• Information Flow

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 Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality

Identify
Waste

Plan
Countermeasures

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 Plan Countermeasures
• Focus on the things that can be done within the kaizen

• Bias for action vs. planning and analysis

• Think within the boundaries of the Lean Plan

process (IDEAL) Countermeasures
• Single-piece flow
• Minimum inventory
• At TAKT time
• Pull production vs. Push production

• Low cost solutions, creativity before money

• Right-sized resources

• Maximum waste elimination

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 Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality

Identify
Waste

Plan
Countermeasures Reality
Check

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 Reality Check

Problem/Countermeasure Tracking
Reality
• The Facilitator and Team Leaders review the Check
countermeasures and the to-do list to ensure:

• Proper Direction
• Countermeasures are the proper Lean solutions

• If necessary, course corrections are made

• The plant Lean Facilitator approves the plan

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 Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality

Identify
Waste

Plan
Countermeasures Reality Make Changes
Check

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 Make Changes
• Bias for action, Just Do It!!

• Use the Kaizen Implementation Report to document the change

• Do not dictate how things will be done. Ask team members, build
coalition

• Hold progress meetings each day: morning, afternoon, or end of day

• Keep Kaizen homework updated with the use of the Kaizen

Newspaper

• Remember: Pre-kaizen planning for possible “moves” may be

needed to prepare support services Make Changes

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 Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality

Identify
Waste

Plan
Countermeasures Reality Make Changes Verify Change
Check

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 Verify Change

Verify Change

• Observe again

• Results Achieved?

• If not, go back and make additional changes

• Repeat the cycle – observe, implement changes, evaluate

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 Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality

Identify
Waste

Measure
Results

Plan
Countermeasures Reality Make Changes Verify Change
Check

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 Measure Results

Measure
Results

• Did waste get eliminated?

• Can improvements be sustained?

• Are improvements aligned with business objectives?

• Is there a possibility of negative unintended consequences?

• Were kaizen and individual improvement objectives achieved?

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 Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality
Make this
the Standard
Identify
Waste

Measure
Results

Plan
Countermeasures Reality Make Changes Verify Change
Check

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 Make this the Standard

• Establish visual controls (boards, taping, signs, etc.) to ensure

progress is maintained.

• Make visual controls understandable to the casual observer.

• Visibly post open actions (Kaizen Newspaper) and leave posted until
completed.

• Lean Facilitator to help establish control and counsel on the kaizen

closure.
Make
• Results must be repeatable and sustainable. this the
standar
d

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 Celebration

Celebrate the success (but not too long) because now you

Do It
Again

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 Stages of the Kaizen
The Standard Work elements of a Kaizen are:
Do It
Again Celebrate
Start Document
Reality
Make this
the Standard
Identify
Waste

Results: Measure
A new way of work Results

Plan
Countermeasures Reality Make Changes Verify Change
Check

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Content:
• What is a Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up
• Appendix

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 Report Out Content

• Title page
• Team Participants with Photo
• A3, Value Stream Map, or Progress Control Board information to
ensure alignment with business objectives.
• Goals of Kaizen
• Information or Examples showing Lean tool usage that may include:
• Before / After Photos
• Kaizen Implementation Reports
• Spaghetti Diagrams
• Control Charts
• Homework (Kaizen Newspaper)
• Lessons Learned
• Summary

Sample slides from previous report outs are in the appendix

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Content:
• What is a Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up
• Appendix

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 Follow-up
After the kaizen, the focus must be placed on ensuring that the improvements
continue.

This is done by:

• Reflection with the participants to determine where the kaizen needs

improvement.

• Aggressive follow-up on open Kaizen Newspaper action items by

Black Belt and plant management
• Establish post-kaizen ownership team, include on the Kaizen
Newspaper, and leave in place until open items are closed.

• Development of an “Information Control Center,” providing a visual

and immediate observation of continuous improvement

• Random reviews by plant management. GEMBA

• Floor walkthroughs
• Plant assessments

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 Review

 Identify what is a Kaizen

 Burst of teamwork to improve a process or correct a
problem preventing the business from achieving its
goal.
 Stages of a Kaizen
 Planning and Preparation
 Event
 Report Out
 Follow-up

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Any Questions?

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हमतम
ु एक कार म बंद हो और ....

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 THANKS FOR
YOUR PATIENCE

From : Magnifico Training and Consulting

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