Module 7 Discussion Question

Module 7 Discussion Question

 Module 7 Discussion: Kaizen Events

Discussion Board: Kaizen Events

Have you led/participated in any Lean Kaizen events? If so, was it successful or not successful and why?


  • Submit your initial post of at least 250 words by the due date at 11:59 p.m. ET.

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• Kaizen philosophy provides the setting for improvement • As organizations mature in Lean, expect Kaizen philosophy to be

broadly understood • It’s where the “rubber meets the road” in Lean • It’s where we bring the principles and the tools together to make

the change for the better

Putting the BOK to Work What have we studied so far?

• The five principles of LEAN • Value Stream Mapping • 8 wastes • Value-add/non-value add • Create Flow

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• Pull…and much more Kaizen provides a framework for us to put these ideas to work. The cycle of kaizen activity can be defined as: “Plan → Do → Check → Act.” You have seen this many times, identified as the Demining Cycle PDCA.

Compare Kaizen and DMAIC • Kaizen and Kaizen Events tend to focus on rapid

incremental improvements • DMAIC is the structure for Six Sigma

• Develop Solution • Test Solution

• Ensure Goals are Satisfied

• Implement Solution

• Monitor Solution • Continue Solution

• Gather the Data • Analyze the Data • Analyze the Facts

• Explain Reason • Set Goals

• Prepare Action Plan



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• DMAIC projects tend to be more analytical and data intensive…and take weeks/months to complete

• Either way, it’s all about improvement

Compare Kaizen Event (KE) and Everyday Kaizen • Kaizen comes in two ways

• Kaizen Events tend to be bookends with a defined timeframe

• There is a heavy expectation for implementing around targeted objective and scope

• This typically occurs in 5 days or less • When it comes to Everyday Kaizen, ideally everybody makes small

improvements every day • No formal projects are engrained in the culture • The organization functions differently day-to-day

Set Stage for KE • All improvements do not depend on KE, but KE plays essential role

in the Lean journey

• There is a standard process to conduct a KE • Be sure to “learn AND do” • Balance of this module is going to focus on the KE

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It’s All About Continuous Improvement • During the KE, you will use the Lean tools, methods, and


• KE provides execution structure

• The Kaizen philosophy provides a bigger picture that helps us weave the details together

• This is all about improvement

So, If Someone Asks You… • Exposed to Kaizen philosophy • Understand difference between KE and everyday Kaizen • Kaizen is one way we put LEAN to work

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Introduction What is a Kaizen Event? It is a local and team-based program for conducting daily continuous improvement where needed. It is not a mechanism for perpetual projects, but rather a means for making small, incremental improvements in a culture of Continuous Improvement.

How do the roles work? • KE roles have specific purposes • The roles mesh like a set of gears in a transmission • People filling the roles do not have to mirror the organization chart

Typical Roles • Facilitator/Sensei • Team Leader • Team Member • Sponsor • Process Owner • On-Call Resources

Role: Facilitator/Sensei • Expert in the Lean body of knowledge (technical skills) • Proficient in facilitation skills (even-tempered, calm, and


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• Effective coach • Thinks three steps ahead

Role: Team Leader • Provides leadership and coordination for the KE team • Works closely with facilitator for guidance, but expectation is

that team leader leads • Gives direction to team members, regardless of their rank • Is the face of the KE team

Role: Team Member • Brings a relevant perspective unless person is a ringer who knows

little about process • Serves multiple functions at different levels, seniority, etc. • Is willing to get work done • Is usually one of between three and five team members

Role: Sponsor • Is a member of leadership and management • Provides guidance and insight into business • Acts as the person in charge of clearing roadblocks

• Runs interference • Touches base, but is not heavily involved

Role: Process Owner

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• Is the leader of the targeted processes to be improved • Has deep knowledge about the process • Has vested interest in KE outcome because will own the new

process once handed off • Provides heavy input into the KE charter

Role: SME or On-Call Resource • Has practical limits on how many people can be directly involved

on the KE team • Needs access to specific skills, resources, and knowledge • Is on-call and make themselves available, as KE team requires

Project Charter • Is the governing document for KE • Is developed as part of KE initiation • Defines objective, scope, team, results expectations, and timing • Prevents downstream confusion

“Upside Down” Roles • What if the welder or the lab tech was the team leader and the

VP of Operations or the Director of Nursing was a team member? • Interesting way to demonstrate we value all our employees

and can check the stripes at the door • Would do this after the organization has LEAN traction and

lean maturity

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Alternatives to Five Day Kaizen It is not always possible for an organization to conduct a Kaizen Event for five consecutive days. Due to size, cost or business priorities, the organization must find an alternative to their continuous improvement efforts. While the five day Kaizen event is the standard, the following is an alternative example:

The company had very poor on-time delivery of quotes to their customers. They wanted to maintain their hit rate, improve their quote on-time delivery rate, and improve quality planning as part of the launch process. Since they were a smaller organization, it was not possible to bring all of the staff together for an entire week. So, they used a modified approach: ten consecutive half-days instead of five consecutive full days.

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Days 1 and 2– Participants did classroom training on the core Lean tools, as well as on process mapping. Then, they went on a waste walk in the office

Days 3 and 4– Participants did training on process mapping and created a current state process map for the quoting process. They then brainstormed about how to fix problems

Days 5 and 6– Participants completed their brainstorming on improvements that could be implemented and ranked those ideas using the ABCD analysis. They then created a future state process map

Day 7— Participants created new current and future state maps for the launch process, tying together the quote process to the launch process so those two maps were connected

Day 8– Participants updated the processes and procedures

Day 9– Staff training on the updated processes took place

Day 10– The organization reported out their findings and celebrated

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So, If Someone Asks, You… • Know what the roles for the KE are and how roles fit together • Understand the importance of the project charter • Learned about “upside down” roles on the KE team

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KAIZEN Events – Critical Issues

Introduction In this lecture we will identify critical issues we can anticipate, provide ideas to address critical issues, and begin to think three steps ahead.

Predictable Issues • Given that we use a consistent and standard process for KEs, we

can anticipate issues • We will review a few, but this will not be an exhaustive set of issues • The more we can get ahead is issues, the higher the probability of

successful outcome

Preparation How do you prepare the team? • Work with the leadership team to develop the tools for project

selection • Observe that focus area for the next Kaizen event • Learn more about how the process works • Identify wastes and potential improvements so you can ask better

questions of the team • Work with the managers and leaders to select the team. It should be

a cross-functional team; it’s not just a team of people from within the area

• Where possible, have people external to the area such as the supply chain members and customer service as well. There will always be

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support team members for a Kaizen team as well – they’re not going to be a full-time member of the team, but they will be available to us as needed

• Issue invitations once you’ve selected the team:

Encouraging Brainstorming • Facilitator will lead brainstorming, including what techniques will

be used • Piggybacking is a very important part of brainstorming because

ideas can spawn the creativity in somebody else • Another important aspect of brainstorming is using creativity

before capital o The best ideas need to be tried out o Try out that idea first using a low-cost approach

Data Drives Us • Be data driven

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• Data moves us past opinion and tamps down emotion…HIPPO! • Make data collection tools a standard part of the Kaizen

process • Challenge the data to make sure you know what you know! • Creativity – facilitators must know how to allow for open


Constraints Set the Pace • Constraints sets pace because whole system cannot go faster

than the slowest part • Excess inventory or work in front of constraint and starved

operation following constraint • Could be parts (widgets) in the manufacturing shop or claims

(info) in the claims processing area • Constraint may be good target for KE

Root Cause Analysis • Must move past symptoms and get to root causes • Use problem solving/analysis tools to be effective, including:

o 5 Why o Cause & Effect Diagram o A3 o PDCA

Set Ground Rules

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• Effective ground rules help a team be productive and focused • Basics like

o a.) start on time / end on time o b.) one person speaks at a time o c.) no phones

• 14 Rules of Kaizen are a good template • Inject levity and tension breakers when needed

Conclusion In conclusion, as we prepare to conduct Kaizen events, there are some very important things we need to know.

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• There are steps in the process for inviting participants and encouraging creativity

• We must get ready to encourage creative thinking and be experts at facilitation

• We should know what we’re going to do when we encounter constraints and how to help the team get to true root causes

• We must emphasize the importance of the ground rules and use those as our healthy boundaries for how we interact on the team

• We must have a deep well of team tools and facilitation techniques to use when we run into some of the tension that may occur in a Kaizen event

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Kaizen Events – Day 1

Day 1 of the Kaizen event provides a foundation for the rest of the event. A solid Day 1 increases the probability of overall success. There is a lot of focus on learning in Day 1. You have an opportunity to train a group of people in some aspects of the Lean body of knowledge, particularly those tools, methods, and techniques that are directly related to the scope of your project. There is also an element of data gathering and collecting current state information during the training. If you incorporate a Muda walk into the training, you are doing both learning and data gathering. If you incorporate a 5S audit into the training, then you are developing the baseline audit score at same time the team is learning about 5S.

How Much Training?

How much training is enough? It depends. If you are early in your Lean journey and most of the team are Lean rookies, then you should cover the fundamentals in detail and the targeted tools, methods, and techniques that are directly relevant to the project. A good estimate is 4 – 6 hours of training. If the organization has greater Lean maturity and you have mostly seasoned people with previous Kaizen event experience, then you can shorten the training to a review of a few fundamentals and a deep

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refresher on the subjects that are directly relevant. A good estimate is 2 – 3 hours of training. But remember, repetition is a good thing! Don’t be afraid of repeating some of the topics for the teams. The more they see the training material, the more they learn.

How to Conduct Training?

Think about how you like to be trained in the business setting. Most adults are not good with sitting in classrooms listening to someone lecture to them. This is your opportunity as a Lean practitioner to help these people on the Kaizen team become Lean advocates.

Some ideas to make the training effective for adults include:

• Make it interactive • Inject variety (lecture, discussion, whiteboard, video, breakouts,

go to Gemba, etc.) • Make it an experience • Make it relevant

14 Rules for Effective Kaizen and Problem-


• Keep open mind • Have a positive attitude

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• Create a blameless environment • Be non-judgmental • Create multiple alternatives • Treat others as you want to be treated • Foster respect and involvement • Remember, one person should have one vote • Create a team environment • Remember, there are no dumb questions • Have a bias for action • Remember, creativity before capital • Do not leave in silent disagreement • Have fun!

Phases of a Team

In 1965, Psychologist Bruce Tuckman first developed the model for how teams become high performing groups, identifying the four phases as

• Form • Storm • Norm • Perform

He subsequently added a 5th phase called Adjourn.

1. Form

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Form phase focuses on getting teams organized, helping to create clarity about team’s purpose and individuals’ purposes, and helping the team members to know and understand one another.

2. Storm

Storm phase deals with the team pushing and questioning its boundaries and authority. There may be tension as team members figure out how to work with one another, and there may be variation on how the people prefer to work together. In the best of circumstances, there will likely be some tension within the team.

3. Norm

Norm phase is where the team evolves into a state where they can work together, are able to resolve differences, and can respect the diversity of each other’s thinking. The team should develop a strong commitment to the team goal.

4. Perform

Perform phase is where the team is clicking. The hard work gets done without friction. The leader can delegate more work and have confidence it will get done.

5. Adjourn

Adjourn phase is where the team disbands. Project teams, by definition, have a fixed duration. The way a team dissolves will have a determining impact on whether the team views the experience as positive or a waste of time. Be sure to end on a high note.

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Project teams will go through all the phases to varying degrees. If you have a group of people who have never worked together on a project, they may spend a lot of time in all the phases. If you have a group of people who have worked together before, are a mature group that respects one another, and have a clear purpose, they may spend little time in some of the phases. Also recognize that teams may revert to earlier phases from time to time. You may think the team is in the perform phase and suddenly an issue arises that takes them back to the storm phase. That’s OK. There will be some iteration as you work through all the phases.

Kick-Off Message

Get the Kaizen event off to a strong start. One element to get this done well is to have a kick-off message from someone important or influential. Invite a sponsor or a senior person to share a message about the importance of the project, commitment of leadership, and expectation of the team to perform. The Lean practitioner may need to coach the sponsor or senior person so they reinforce Lean thinking and behaviors. It may be a stretch for the senior person to act in this way, so be prepared to offer suggestions about the message. The sponsor or senior person should thank the team for their time and effort. The team needs to know that the sponsor is “on-call” for them during the Kaizen event.

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Get to Know Each Other

One key job of the facilitator is to help the team members get to know and be comfortable with one another. Some techniques to accomplish this include:

• Get everyone to speak and contribute • Use ice breakers • Use “good news check-in” • Learn about each other’s skills and interests

Project Charter

The project charter is the governing document for the project team. Everyone should know and understand what is in the charter. Some tips to accomplish this include:

• Review the charter in detail • Have team members read the charter out loud and explain details • Discuss what team will do to fulfill the charter • Set expectation that the charter is team’s guide

Go to Gemba

Don’t spend the whole day in the training room. Go to Gemba! You should integrate Gemba into the training so the team can relate the project to real work. Ways to build Gemba time into Day 1 include

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going on a Muda walk and conducting a baseline 5S audit. This begins the gathering of current state data. Finally, going to Gemba helps make the training “hands-on.” This is crucial for effective adult learning.

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Kaizen Events – Day Two Day two of the Kaizen Event is focused on making sure you “know what you know.” You need to get a firm understanding of the current state situation. Once you have an understanding of the current state and adequate baseline documentation, you will begin to brainstorm ideas for improvement. Imagine you are listening to the following exchange:

• Person one – Are you process-driven? • Person two – No, I am process-focused. I am data-driven; the process is where I focus.

The exchange is relevant to the Kaizen Event. You must make sure you avoid relying upon opinions and anecdotes. Require that your Kaizen teams use data and are process-focused and data-driven.

Purpose for Day Two Remember, a Kaizen Event is about “learning and doing.” The balance may shift depending upon the lean maturity of the team and the focus of the charter. But there will be elements of both learn and do. Day two results in solid understanding of current state, or our baseline condition. If you do not do the current state analysis, you put the success of the whole Kaizen Event at risk. Sometimes people (team members, manager, leaders, and executives, for example) think they know the current state condition when they really don’t. By the afternoon of day two, you should be in position to start brainstorming ideas for improvement. Don’t be bashful or timid. Be open to exploring “out-of-the-box” ideas that might seem way out there. Team members will use data collection tools to enable baseline documentation. You, as the facilitator or lean practitioner, may have to train the team members and help them effectively use the analysis tools. The more you can use the analysis tools in a standardized way, the easier it will be to deploy them across the organization. Use the classroom or project command center as a safe place for team to learn. This will help the team members to explore and understand both the Lean body of knowledge and the issue they are addressing in the Kaizen Event. Think of the purpose of this step being about learning and doing.

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The Kaizen Event has a structure and a standard process. This might seem at odds with the idea of giving the team freedom to explore. As the facilitator, this is the tightrope you will walk.

Day Two Activities General activities that guide the team for Day 2 include:

• Meeting, making assignments, and deploying them • Observing operations/work • Gathering current state information • Working through lunch (everyday) • Conducting current state analyses • Beginning to brainstorm ideas • Debriefing at the end of the day

Comments on Operations Analysis You may have a mixture of lean rookies and seasoned veterans on your Kaizen teams. Be sensitive to the level of attention each person may need in order to understand how to analyze a process. The operational focuses most relevant to Kaizen teams include process characteristics that are measured in terms of the following:

• Time • Distance • Quantity • Space • Defects

Note that there is heavy emphasis on upstream operational data, rather than only financial outcome data. These leading indicators are much more relevant to the front-line members of the team. They can see the linkage as to how they can have an effect on the leading indicators. The financial metrics tend to be lagging indicators. As the facilitator, you must strike the balance between leading and lagging indicators. Analysis tools the team might use include:

• Current state value stream maps • Detailed process maps • Takt time/cycle time analyses • Spaghetti diagrams • Measles charts • Pareto charts

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• Scatter diagrams • Run charts • And many more, depending on the issue and type of process in the scope of the Kaizen


Brainstorm and Potential Solutions Let the data speak as you brainstorm potential causes. You have the current state analysis and baseline documentation to feed the brainstorming process. Be creative and bold as you brainstorm potential solutions. The facilitator is key to keeping brainstorming on track and productive. One technique to help you sort out the improvement ideas is the “two by two matrix.” By focusing on “ease of implementation” on the x-axis and “impact on goals” on the y-axis, you end up with four meaningful quadrants. This helps to prioritize, as the highest priority quadrant is high ease and high impact, while the lowest priority quadrant is low ease and low impact. The facilitator should have done some pre-work and should have a general understanding of feasibilities and resource requirements (technical resources, rigging equipment, shutdown timing, etc.) You should offer this to the team without coming across as having developed a pre-conceived solution. We hit the ground running on day two! The primary objectives were to get a firm handle on the current state and begin to brainstorm solutions for improvement. Clearly, a good day two sets the stage for a great day three.

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Kaizen Events – Day 3 The focus of Day 3 shifts from the previous days in the Kaizen event. Day 3 is about looking forward and beginning to implement change. The emphasis is on designing the future state and implementing as much as possible. Remember, there is a strong bias for action in the Kaizen event! Wear your bibbed overalls to work on Wednesday.

General Thoughts on Day 3 Day 3 builds on the learning, understanding current state, and brainstorming for solutions that was done in Day 1 and Day 2. Encourage the Kaizen team to explore, try ideas, evaluate, and try again. Depending on the scope of your project, you may go through multiple iterations of ideas. Start the day with a brief meeting to confirm assignments, and then deploy. There will be so much work to do that you will have to break up into sub-teams to divide and conquer! Since the team will be dispersed, there may be need for check-ins throughout the day. Do these check-ins out in the Gemba to minimize the disruption to the team’s progress. As on the other days, have a working lunch. This provides quality time to bond, learn, and share what the team is accomplishing. Based on what you hear, there may be a need to re- allocate the team resources to achieve the most desired outcomes. Finally, Wednesday may be a long day! Depending on the scope and intent for the Kaizen event, the implementation work may go late into the evening. Be prepared.

Facilitator Contribution The facilitator’s job is not to tell team what to do or to provide all the answers. Rather, the job is to guide and coach the participants to successful outcomes. You will take the team leader under your wing and help him/her to lead the team, get resources, and prepare briefings to the sponsor.

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One technique you can use to be an effective facilitator is to ask good questions. Use the Socratic method (answer a question with a question) to help people think through and arrive at solutions for themselves.

Future State The current state tells us where we are. The future state tells us where we are going. You are encouraged to think aggressively about the future state. Put all the lean ideas to work as you contemplate the future state. Can you get to one-piece flow? Can you eliminate changeovers? What would pull look like in your future state? The future state value stream map and process map are great ways to engage the team and document the ideas. The future state concept should stretch the team to think way beyond just incremental places.

Implement!!! There is intense bias for action and implementation during the Kaizen event. The spotlight shines bright during the Kaizen event. Be bold and take advantage of all the attention placed on the team. You will find that the team can get resources it may never have imagined possible. You must help the team develop justification and then ask for whatever it is the team needs to implement the desired solutions. You may not get everything you ask for, but you’ll never know if you don’t ask.

Improvement Cycle Look at the improvement as a cycle. Depending on the scope and complexity of your project, you may go through a single cycle ( a more complex project) or you may go through multiple cycles (something simpler where you can try an idea and then retry as necessary). The cycle is brainstorm, select, implement, measure, then repeat. Maybe you layout some equipment in a work area. Once the person in the work area tries the new layout, you may find there is need for change. Make the change and try again.

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Wednesday Chaos Remember Tuckman’s model for team performance? The form, storm, norm, and perform stages? You will see the storm phase in the Wednesday chaos. Tensions arise as different ideas surface, deadlines loom, and people get concerned about their turf. Don’t avoid the chaos. Rather, you should embrace it as evidence that change is happening and that people are getting involved. The facilitator will be a calming and reasoning force amid the chaos. The chaos may look like this. You start to change the process/work, and people get nervous. You and the team start meddling in other people’s areas (or so they think). There are high expectations and high tension. Put your facilitator’s bibbed overalls on and deal with the storm.

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Kaizen Events – Day Four Day four is a continuation of implementation efforts. Two focuses are the measurement of results and preparation for hand-off to the process owner.

Continue to Implement You made it through Wednesday chaos. You should see the team and others impacted by the Kaizen Event begin to settle down. This would be evidence of moving from the storm phase to the perform phase. Keep a focus on implementation. The spotlight is still shining. Take advantage of all the attention the project is getting. Be aggressive in getting things done and remember that there is an extreme bias for action in the Kaizen Event.

Measure Results You developed baseline measures in the current state analysis. Most of those metrics should carry through to implementation. Measure the results from the improvements you are making. Be as quantitative as possible. The measures might be non-financial, such as time, distance, quantity, defects, and space. Use the same data collection tools from before to measure results and analyze the improved process. Specific metrics might include:

• Change in cycle time • Shorter travel distance • Fewer defects

Document the Process and Prepare for Hand-Off The Kaizen team must be prepared to hand off the new and improved process to the process owner. You have developed and implemented new processes. Part of implementation is to create documentation and standard work so that the changes will be sustainable well beyond the Kaizen Event period. You should develop and conduct training for the people who will work in new process. Develop materials needed for the process owner to take over the process, including a process audit plan. You will anticipate what might go wrong with the implementation and provide the process owner with potential issues and corresponding countermeasures.

30-Day Action Plan

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There will most likely be items that you could not get implemented. The objective of the Kaizen Event is to implement as much as possible. Depending on the scope and objective of the Kaizen Event, however, there may be items you could not get done or follow-up items to reinforce new processes. Use a 30-day action plan to capture those items and hold people accountable for follow-up and implementation. Keep it simple. Use an Excel spreadsheet to categorize the items, describe the action item, identify who is responsible, define the target date (week), and provide space for status.

Standardize, Standardize, Standardize The more you standardize the Kaizen process, whether it be the Kaizen Event, the analysis tools, or the roles of people in improving work, the easier it will be to leverage your lean efforts and spread consistency throughout the company. You are seeing the phases of the Kaizen Event. We have focused on the five-day blitz. But you can apply the standard approach to a three-day or four-day kaizen event. You should still expect to go through the learn, current state, brainstorm, future state, implement, and report- out/celebrate phases.

Category Action Item By Who? Date

(Week) Status Week 1 equal week of 10/13/2014

5S Get stapler to attach batch label onto skids Ray 1 5S Begin conducting weekly 5S audits for each PB Ray 1

5S Finish labeling racks in PB area Ray/Todd 1

5S Investigate and get shelving (2) for PB tooling stored at machines Brad 2

5S Disposition the shelf of aerator parts behind the laser Lance/Brad 3

5S Disposition the old obsolete tooling behind Adira PB Lance/Brad 3 5S Paint shelves (flat and bent parts) in PB area Tom 4

Int Customer Begin to group the parts coming off laser into groups consistent Brad 2

Int Customer Develop a plan for “formed parts” containers (similar to 4-pc batch at eXmark) Lance/Todd 2


Conduct time study on skids at PBs to develop “before/after” comparison and and begin to have quantitative metric in PB area Lance 4

Std Work Prototype digital display using downloaded pdf files saved on tablets James 1

Std Work Buy tablet(s) for piece part digital display in PB area Tom 1

Std Work Provide go/nogo gaging for selected parts and dimensions/angles Tom 1

Std Work Identify and resolve technical issues with system access (tablet) James 3

Had team meeting on __________ Updated _________ Next team meeting will be week of __________

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Kaizen Events – Day 5

The End is in Sight Hooray! The end is in sight. We made it to Day 5 of the Kaizen event! The team has completed a lot of hard work! You have worked your way through phases of a project team. You have helped the project team learn about lean tools, methods, and techniques. Everyone has solid understanding of the current state. You have brainstormed and developed new ideas, and have implemented your ideas to improve the process. Day 5 is focused on wrapping up Kaizen event, sharing the progress with leadership, and celebrating!

Button Up Implementation Items Take the time on the morning of Day 5 to button up any loose ends that did not get finished on Day 4. Walk through the improved process(s) to look for open items. Remember the bias for action and focus on implementation. Close out as many open items as possible.

Report-Out Package The report-out package is an important part of the Kaizen process because it creates an archive (record) of what happened in the Kaizen event. This is the team’s opportunity to tell their story to leadership in a 30-minute meeting. Topics should include (but could vary, depending on targeted process and scope):

• What team learned about Lean • Condition of current state • Recommendation for future state • What team implemented • 30-day action plan

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The team leader and facilitator begin building package as the week progresses. The team focuses on finalizing the report-out package on Friday morning, and all have input. As you are preparing the report-out package, beware of the Over-Processing type of Muda! Keep it simple. Use working documents, such as flipchart pages, data gathering forms, and jpeg photos, to make the report-out meeting meaningful and effective.

Report-Out Meeting Invite key stakeholders, managers, and leaders to the report-out meeting. Target no more than 30 minutes for presentation and questions in a briefing room. Then, take the attendees to Gemba to “go see.” Make the Gemba walk personal, not like a gaggle of geese. One effective technique is to divide the team up so that each team member has one or two people to give a personal Gemba tour. Think about the power of a person from the front-line giving that personal one-on-one/two Gemba briefing to the senior executive. Encourage that every team member takes an active role in the presentation and Gemba walk. Help the team divide up the content and take ownership of the sections. When they have their thoughts and ideas together, let them go through a couple of dry run presentations. Remember, this is a big deal for everyone involved. Come presentation time, the facilitator should be in the background. It is best if he/she does not say anything. This is the Kaizen event team’s show! Leadership’s role is to listen, learn, and ask meaningful questions. The facilitator should coach the leadership ahead of meeting about their roles. Avoid “gotcha,” blaming, and “why didn’t you do this?” questions. Leadership should be encouraging.

Celebrate! Make sure the leadership and managers recognize Kaizen event team’s efforts and results. Ideas for recognition include:

• Thank you and a handshake

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• Celebratory lunch after presentation / Gemba walk • Newsletter article or public broadcast • Modest gift card to take spouse to dinner • Friday afternoon off • Maybe you have other ideas

Summary Comments There are two key parts to the Kaizen event…LEARN and DO. The Kaizen event phases are:

• Learn • Current state • Brainstorm • Future state • Implement • Celebrate

You can scale Kaizen event process to a fewer number of days, but you should follow all the phases. The Kaizen event process is scalable. Always remember the bias for action!

    • KAIZEN Events – Critical Issues
  • Module 7 Topic 4a- KE – Day 1
  • Module 7 Topic 4b- KE – Day 2
  • Module 7 Topic 4c- KE – Day 3
  • Module 7 Topic 4d- KE – Day 4
  • Module 7 Topic 4e- KE – Day 5