Kaizen Events

Kaizen Defined

What it means:

• A short burst of intense activity & effort (3 to 5 days only)
• Biased toward action over analysis
• Focused on improving the value stream and achieving flow
• Driven to resolving a specific problem or achieving a specific goal
• Focused on a specific area or process (either plant or office)
• Managed with daily reviews of progress
• Aimed at achieving specific improvements in a short time
• Managed to resolution

A kaizen is driven to two imperatives:

• Solving Problems
• Eliminating waste

The Process

Preparation

There are 4 basic steps

1. Describe the opportunity
• Linked to one or more Company Goals
2. Form & Train the Team
• Every team member must be chosen for a purpose
• Every team member must go through pre-event training
3. Set Goals / Collect baseline data
• Link impact on goals to specific events
• Calculate TAKT time
4. Leader Responsibilities
• Checklists
• Review the Team’s objectives with the plant Safety Manager to ensure any safety issues are addressed

The Team

Team composition is also critical to the success of the event. Everyone must be chosen for a purpose and should reflect the following:

• “A Different Set of Eyes”
• Product Engineers
• Someone currently assigned to the process
• Maintenance Coordinator
• Materials
• Influential or informal leaders salaried, hourly, union etc.
• Safety Coordinator
• Internal & External Suppliers
• Effective problem solvers

Set Goals

Background information must be collected to set the goals. This information includes:

	- Space    - Lead Time

	- Inventory    - Scrap Rates

	- Productivity    - Takt Times

	- Cycle Times    - Safety/Ergonomics - Loss

	- 5-S’s    - Visual Measurements

	- Customer Service    - Current Standard Work

Once the background information is gathered, an area profile is completed by the Lean Master or the team leader.

The objectives for an event must be clearly defined, must be measurable and must support the achievement of Company goals.

Document Reality

Document the Current Process. We need to understand how processes are performed today.

Documentation Includes:

• Calculate TAKT Time
• Kaizen Event Area Profile
• Target Sheet
• Time Observation *
• Standard Worksheet
• Standard Work Combination Sheet *
• Spaghetti Chart
• TAKT / Actual Bar Chart
• Layout
• 5S & Safety Audit

* One for each operator

Identify Waste

Waste

Those elements of production that do not increase the value of a product, but only increase cost.

• Focus on the things that can be done within the event
• Bias for action vs. planning and analysis
• Think within the boundaries of the Lean process
• 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

Countermeasures

Attack items that impact

• Process Flow
• Material Flow
• Information Flow

Reality Check

• The Lean Co-ordinator reviews the countermeasures and the to-do list and ensures:
• Proper Direction
• Countermeasures are the proper lean solutions
• If necessary, course corrections are made.
• The plan is approved

Make the Change

Bias for action, Just Do It!!

Pre-event planning for possible event “moves” may be needed to prepare support services.

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

Hold progress meeting each day; morning, afternoon, or end of day.

Keep Kaizen Newspaper updated.

Verify Change

Redo observations

Results Achieved?

If not, go back and make additional changes

Re-verify with additional observations

Take action that is needed to complete verification within the event time frame

Measure Results

Document the results against the event objectives using the target sheet

Did the waste get eliminated?

Will the improvements contribute to the annual Goals?

Sustain Progress

Establish visual controls to insure progress is maintained.

Make controls visible and understandable to the casual observer.

Visibly post open actions and leave them up until they have been completed.

The facilitator is responsible to help establish control, counsel on the event closure.

Establish a visual display board in each area.

The results must be repeatable and sustainable.