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Kaizen Event Guide

Kaizen Event Guide

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Kaizen Event Guide

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  1. KAIZEN EVENT GUIDE Transforming Challenges into Opportunities © Operational Excellence Consulting. All rights reserved.

  2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg LEARNING OBJECTIVES Learn what Kaizen is and the key roles for a successful event. Understand the planning, implementation, and follow-up phases of a Kaizen event. Apply Kaizen principles to plan and execute events, and gain practical tips for successful Kaizen events. 2 © Operational Excellence Consulting

  3. CONTENTS 2 1 3 4 5 What is Kaizen? What is a Kaizen Event & Key Roles for Success Phase 1: Planning & Preparation Phase 2: Implementation – The Event Itself Phase 3: Presentation, Celebration & Follow-up 3 © Operational Excellence Consulting

  4. WHAT IS A KAIZEN EVENT? A kaizen event is a team activity aimed at rapid use of lean methods to eliminate production waste in particular areas of the shopfloor. It is well-planned and highly structured to enable quick, focused discovery of root causes and implementation of solutions. 4 © Operational Excellence Consulting

  5. CHARACTERISTICS OF KAIZEN EVENTS Focused Improvement Short Duration Cross-Functional Teams Kaizen events target specific processes or areas for improvement. Typically last a few days to a week, ensuring quick results. Include members from different departments to bring diverse perspectives. Hands-On Approach Emphasize practical, on-the- ground solutions. Data-Driven Employee Involvement Use data to identify problems and measure improvements. Encourage participation and ideas from all levels of the organization. 5 © Operational Excellence Consulting

  6. EXAMPLES OF KAIZEN EVENTS 5S VISUAL CONTROLS Starting 5S in one cell or a single area. Creating visual controls in a single area. WASTE ELIMINATION RE-LAYOUT Reducing waste in a single area or operation. Rearranging the layout of an entire production process. The more challenging or widespread the kaizen event’s focus, the more planning and communication will be needed for it to succeed. 6 © Operational Excellence Consulting

  7. EXAMPLE OF KAIZEN EVENT: CLEARING THE CLUTTER THROUGH OFFICE 5S After Before An office desk before and after conducting 5S Sort and Set In Order. Clutter and unused items have been removed leaving only what is needed. 7 © Operational Excellence Consulting

  8. OPTIMIZING KAIZEN EVENTS: KEY STRATEGIES FOR SUCCESS Plan for Adequate Production Focus on Worker Participation Importance of Preparation and Follow-up Ensure enough advance production to cover reductions during the event. Involve workers in creating solutions instead of imposing ideas. Workers are the experts in their jobs and know best how to improve them. Understand the significance of thorough preparation before the event and effective follow-up afterward. 8 © Operational Excellence Consulting

  9. KEY ROLES FOR A SUCCESSFUL KAIZEN EVENT Coordinator/ Consultant The Union Plant Manager HR Manager Upper Management Represents workers’ interests, provides input on changes, and collaborates with management to ensure a successful event. Oversees plant operations, supports the event by removing obstacles, and ensures alignment with plant objectives. Ensures resources are available, manages HR issues, and supports employee development during the event. Leads and facilitates the Kaizen event, ensuring it stays on track and objectives are met. Provides direction, resources, and support for the event, aligning it with the organization’s goals. 9 © Operational Excellence Consulting

  10. COMMUNICATING TO THE WHOLE COMPANY ABOUT THE KAIZEN EVENT Event Purpose: Timeline: Clearly explain why the Kaizen event is being held and its objectives. Provide a brief overview of the event timeline, including key dates and milestones. ● ● Benefits: Involvement: Outline the benefits of the event for the company, employees, and customers. Encourage participation and explain how employees can get involved. ● ● 10 © Operational Excellence Consulting

  11. THREE PHASES OF A KAIZEN EVENT 1 2 3 Presentation, Celebration & Follow-Up Planning & Preparation Implementation – The Event Itself 11 © Operational Excellence Consulting

  12. SUMMARY OF STEPS FOR CONDUCTING A KAIZEN EVENT Phase 1: Planning and Preparation Phase 2: Implementation – The Event Itself Phase 3: Presentation, Celebration, and Follow-up Select a coordinator – will you use an outside consultant? Communicate to the entire company the plans for a kaizen event. Select an Area: • Use a selection matrix to determine priorities for areas to be selected. Select a problem for improvement. Select the team leader or co-leaders and prepare them. Select the team members and train them. Prepare the area: • Gather needed materials and equipment. • Notify necessary support people, including maintenance personnel. • Get needed background information. Schedule the event. Orientation: • Introduce the team and assign roles • Introduce the event objectives and procedures • Distribute team supply kits and resources • Conduct needed training Understand current situation: • Observe the selected area and gather data • Map the process • Do time studies of all operations (or set up areas for 5S implementation) Make the improvements: • Develop improvement ideas • Implement the new plan • Test improvement ideas • Establish new standards Present the results of the kaizen event to the company: • Prepare a presentation of all data and event results • Perform an event evaluation • Circulate results to top management and anyone else who should have them • Display results in a central area for people to read at their leisure Celebrate the completion of the event. Follow-up: • Make to-do lists of follow-up tasks and make sure they are completed • Review results with the executive team • Get feedback from the operators in the event area • Document the results and publish them • Write up what was learned and communicate with t he next teams leaders • Consider next steps, next kaizen events, and the next lean training that is needed 12 © Operational Excellence Consulting

  13. “ spending much money. Kaizen means ongoing improvement involving everybody, without MASAAKI IMAI Author of “Kaizen” and “Gemba Kaizen” 13 © Operational Excellence Consulting

  14. SELECT AN AREA Choose an area with significant impact but manageable initial challenges. ● Each event provides valuable lessons for smoother future events. ● As experience grows, tackle more complex problems. ● Develop selection criteria to choose the best starting event. ● 14 14 © Operational Excellence Consulting

  15. EXAMPLE OF KAIZEN EVENT AREA SELECTION MATRIX Kaizen Event Area Selection Matrix Criteria Area / Line A Area / Line B Area / Line C Area / Line D Deluged with WIP Activities occur all over the plant Significant bottleneck Frequent, major production stoppages Everything is a mess Product is medium to high volume Complete, not a partial process Recommendation: 4-6 processes to complete the part Limit selection criteria to five to avoid analysis paralysis. Significant market or financial impact Operational problems (not mgmt. issues) to resolve Operators want to do a kaizen event Most employees are familiar with the area 15 © Operational Excellence Consulting

  16. PRACTICAL TIPS FOR SELECTING AN AREA In order to have a big impact right away, choose an area: That is deluged with WIP, ● That has activities that occur all over the plant, ● That has a significant bottleneck or other major hindrance to production flow, or ● Where everything is a mess. ● 16 © Operational Excellence Consulting

  17. GROUP DISCUSSION: PLANNING & PREPARATION ACTION! Time allowed: 10 mins 1. Identify five criteria for selecting a Kaizen event area. 2. Determine three potential areas in your plant for Kaizen events. Use the Kaizen Event Area Selection Matrix to choose the first area and explain why. 3. Record your ideas on the flip chart. 4. Present your chosen ideas and reasoning to the class. 17 © Operational Excellence Consulting

  18. WHAT TO AVOID WITH INITIAL PROJECTS Out-of-control processes ● Unreliable or incapable equipment ● Interdependent processes ● Improvement not seen as necessary ● Processes that may soon be obsolete ● 18 © Operational Excellence Consulting

  19. COMMON APPROACHES FOR INITIAL KAIZEN EVENTS Emphasizes maintaining an organized and efficient workplace. 5S Identifying and eliminating non-value- added activities. KAIZEN Waste Elimination Establishing and maintaining standardized processes. Standardization 19 © Operational Excellence Consulting

  20. QUALITIES OF A GOOD TEAM LEADER Have previous leadership experience, e.g. scout leader, soldier, etc. Have an awareness of lean production methods. Not be dictatorial in his or her leadership style. Participated on a previous kaizen event. Be willing to be out on the shopfloor for the event, not out of reach in the office. Be able to take control when necessary. Understand participative management. Be able to be fair and firm, aggressive and friendly. 20 © Operational Excellence Consulting

  21. TEAM LEADER RESPONSIBILITIES CHECKLIST Team Leader Responsibilities Checklist Before the Event During the Event 1. Select the team members. 2. Gather information necessary for the event. • Event objectives and procedures • Layouts, flow charts, process sheets • Cycle times versus takt time charts • Staffing goals 3. Prepare the area for the event. • Mark the boundaries of the area visibly • Prepare a materials and equipment checklist • Prepare the team kits • Define a kaizen event preparation checklist (e.g. logistics, communications, support personnel), making assignments and insuring that everything is ready for the event in time 1. Keep up to date on what everyone is doing. 2. Chart takt time and cycle times during time studies. 3. Coordinate preparation and final presentation. After the Event 1. Compile hard/soft copy of the presentation and circulate it to management and anyone else who should have it. 2. Compile a follow-up checklist, making assignments for completion of any outstanding steps. 3. Communicate with the next team leader about the experiences of this event. 21 © Operational Excellence Consulting

  22. MAINTENANCE PERSONNEL SHOULD BE NOTIFIED AND INCLUDED IN THE EVENT Assign someone from maintenance to work with the team and a team member to be a link to the maintenance group. 22 © Operational Excellence Consulting

  23. PREPARING THE AREA, MATERIALS, AND RESOURCES Ensure the area is uncluttered, well- equipped, and supported by maintenance and security. ● Obtain necessary materials, equipment, and supplies. ● Consider impact on other shifts and upstream/downstream processes. ● Gather necessary Background Informationand create a detailed schedule. ● 23 23 23 © Operational Excellence Consulting

  24. SCHEDULE THE EVENT Schedule and coordinate training for team members in advance. ● Provide time for team members to discuss and absorb training. ● Ensure materials, equipment, and support people are in place for the event. ● Set clear start and end dates for the event. ● Plan around business cycles to minimize disruptions. ● Allow time for thorough preparation and follow-up. ● 24 © Operational Excellence Consulting

  25. A TYPICAL EVENT SCHEDULE Event Schedule Mon, 1:00 PM 5:00 PM Thu, 8:00 AM Event orientation Training in lean production methods begins First day ends Review physical changes made by maintenance Operators try the new process and do a time study Work is complete Begin reports on the event Fourth day ends – presentation is prepared 9:30 AM 2:30 PM Tue, 8:00 AM 2:00 PM Training continues Training is completed Documentation of current state begins Second day ends – current state data is complete PM PM Wed, 8:00 AM Fri, 8:00 AM 9:00 AM Future state is developed – solution created for implementing it Process development sheet completed New process requirements analysis begins Maintenance moves equipment, machines into new process layout Third day ends – analysis of new process is complete and new layout is complete Rehearse the presentation Presentation to the company Celebration Event ends Noon Noon PM 25 © Operational Excellence Consulting

  26. TIPS FOR SUCCESS Keep the team size between 6 to 12 members. Prepare adequately but avoid overplanning. ● ● For larger teams, consider a co- team leader if you’re new. Guide the team without imposing your ideas. ● ● Ensure a diverse team with varied experience and perspectives, including the customer. Ensure clear expectations for the event from all team members. ● ● Understand the roles of team members, SMEs, Executive Sponsor, and yourself. ● Clarify roles with the team leader before the event. ● 26 © Operational Excellence Consulting

  27. EXAMPLE: KAIZEN PROJECT IMPROVEMENT Project type: 5S Area: Sales & Marketing Office Team Leader: John Smith BEFORE AFTER Reasons project chosen: § Difficult to move around a cluttered office. § Difficult to find information and supplies. Tools used on project: § Cleaning equipment and tools. § 5S principles. Results: § Unwanted materials were discarded. § Less waste – e.g. transportation, motion, waiting, etc. § Improved staff morale. Next steps: § Conduct monthly 5S audits. § 5S for other common areas. 27 © Operational Excellence Consulting

  28. EXAMPLE: SHOPFLOOR RE-LAYOUT KAIZEN BEFORE AFTER 28 © Operational Excellence Consulting

  29. PHASE 3: PRESENTATION, CELEBRATION & FOLLOW-UP Presentation Celebration Follow-up Prepare and rehearse a team presentation outlining the event’s improvements. Host a luncheon to celebrate the team’s achievements and end the workday early for the event team. Monitor results, complete follow-up items promptly, and track savings weekly for a year. 29 © Operational Excellence Consulting

  30. ABOUT OPERATIONAL EXCELLENCE CONSULTING Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg © Operational Excellence Consulting

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