How to Prepare for a Kaizen

 

How to Prepare for a Kaizen

By Dr Tom DePaoli

 

See my book Kaizen Kreativity on Amazon for more information on Kaizens.

 

Preparation Before the Kaizen Is Crucial

Two to four weeks of hard preparation work by the Green Belt or Black Belt and team or kaizen leader is required for a kaizen. The kaizen leader should be a Green Belt or Black Belt. Essentially the first six kaizen tools (there are eleven) are com­pleted or very nearly roughed out before the kaizen event.  The champion (the sponsor who wants the kaizen done) and kaizen leader must identify necessary subject-matter experts (team members) required for the kaizen. The champion and kaizen leader should author a draft kaizen charter. Hold initial planning meetings with affected stakeholders to communicate the kaizen’s schedule, metrics, targets, and Lean tools to be applied. Most kaizen teams hold three-to-five working meetings before the actual kaizen event.

 

 

Overview of KAIZEN Planning Activities

 

          The Kaizen planning activities are designed to help ensure readiness for execution of a Kaizen.  These activities provide the Kaizen team members an opportunity to gather process information that will be beneficial during the Kaizen.  

 

Forming Core Kaizen Team

 

Kaizen team membership needs to come from the process area being impacted.  It is critical that the team has a well-rounded representation and consists of individuals currently performing the specific tasks that are targets for improvement.  The team should have a minimum of six (6) members and under no circumstances more than ten (10) members. The Kaizen team membership should consist of the following:

·       The champion or value stream champion or process owner

·       Facilitators -two (2) Kaizen belts (Green/Black)

·       Team leader or project leader – subject matter expert (SME) in the process

·       Stakeholders - customers or customer representative, sponsors

·       Kaizens work better if the process is internal to only one area. When work processes cross areas the Kaizen is much more difficult.

 

Develop a Charter

 

The Kaizen charter is a planning and information tool that documents a number of items including Kaizen objectives, scope, anticipated results, fence posts (boundaries), and various event logistics.  Kaizen belts must have the charter approved by the Kaizen office.

·       Type of event – Kaizen should be identified here

·       Event description – provides an explanation of the Kaizen and the Lean tools that will be employed during the event

·       Business reason for the event – provides a business reason why the event is being conducted

·       Event scope (fence posts, trigger and refinement) - establishment of the process fence posts by the Kaizen team will be critical to the execution and successful completion of the Kaizen.  For the Kaizen, fence posts or process steps are defined as follows:

 

§  Initial process step – beginning fence post.  What is the first step in the process (the thing) being evaluated after receipt of input from the upstream customer?  Some examples include receiving, queuing, distribution, development, review, etc.

§  Trigger – What initiates the start of the process?  What input did the supplier provide?   Some trigger examples include emails, data package, lab schedule, phone conversation, meeting, verbal direction, etc.

§  Final process step - ending fence post.  What is the last step in the process (the thing) being evaluated and what output would be delivered to the downstream customer?   Some examples include final document, data package, final report, etc.  Also called a deliverable.

§  It is important to remember that the Kaizen team should be careful to select process steps that represent a reasonable chunk of the process that can be mapped, evaluated, improved, and new training provided during the Kaizen. 

 

Some Kaizen Charter Reminders

 

·       Date – identifies the dates the Kaizen will take place

·       Time – Time of the Kaizen event.

·       Location – identify the conference room number

·       Kaizen team membership – the following Kaizen Team membership roles are identified on the charter

§  Champion or value stream champion (VSC) or process owner of the Kaizen – overall ownership of the process, attends the Kaizen, manages participation decisions, asks questions, and approves the event. Provides a sanity check.

§  Team Leader or Kaizen project manager - affected process area team leader – knowledgeable about the process and lean tools.  Participates in the Kaizen event, and is designated the point of contact (POC) and is responsible for working with the Kaizen belts on all the actions that come out of the Kaizen.  Usually a Green belt at least. Implements the future state process quickly.

§  A subject matter expert (SMEs) - team members – includes individuals actually doing the work from the process areas being evaluated during the Kaizen.  Responsible for full time participation during the Kaizen, may be assigned lead for actions, projects, or just do it’s identified during the Kaizen.

§  Kaizen belts – Includes any combination of two consisting of Black and/or Green Belts

§  Customer/Sponsor.  Stakeholders – people affected by the process.  The Kaizen Team should look to have a sponsor or customer representative on the Kaizen team

§  Facilitator – Kaizen belts that ensure the planning, execution and follow-up activities associated with the event happen.

§  Additional Support/function - support groups.  This consists of contracts, facilities, IT, etc. that may need to available on an as needed basis to support the event.

·       Kaizen Goals – Identifies the stretch goals for the process metrics that will be measured (Flow Time, Touch Time, % Compete and Accurate, Standard Work, etc.)

·       Current state AS IS Issues – identify all current state issues impacting the current process

·       Kaizen materials and supplies – Identify all/any special materials or supplies required for execution of the event and pre-meetings

·       Kaizen preparation To-Do list – Identifies tasking related to the planning efforts for the Kaizen including point-of-contact and due date

·       Event constraints – (financial, personnel, equipment) identify any/all constraints to the planning, execution, or follow-up to the event

·       Expected cost savings – this identifies areas and projects cost savings that will be realized as a result of the event

·       Acknowledge/Approval of Charter – the Kaizen belts, team leader (TL), champion and the Kaizen office will have signature blocks on the Kaizen charter to show they have reviewed and agree with the charter. 

 

Conduct Initial Kaizen Team Planning Meeting - Suggestions.

 

1. Hold initial planning meeting with affected stakeholders to communicate Kaizen schedule, metrics, targets, and Lean tools to be applied.  Most Kaizen teams must hold 3-5 meetings before the actual Kaizen.
2. Establish Kaizen Ground Rules.  The participants of the Kaizen should discuss and adopt ground rules that will be in place during the Kaizen and team meetings.  The following are some examples that have been utilized during some Kaizens:

·       Team is 100% committed

·       No interruptions

·       Stick to an agenda

·       Use of a “Parking Lot”

·       An open mind is key to change

·       Positive attitudes are essential

·       Resolve all disagreements

·       No one is to blame

·       Practice mutual trust and respect

·       One Person, one vote

·       Everyone is equal, no position or rank

·       No such thing as a dumb question

·       Understand the process and just do it

·       Use silent brain storming for 100% involvement

 

 

Dr. Tom DePaoli, (Dr. Tom) is currently an independent management consultant, the Principal of Apollo Solutions, which does general business consulting in the human resources, supply chain and lean six sigma areas. His organization was self-founded in 1995. He retired as a Captain from the Navy Reserve. In other civilian careers, he was a supply chain and human resources executive with corporate purchasing turnaround experience and lean six sigma deployments. He has worked for over ten major companies and consulted for over fifty organizations throughout his career. Some of his consulting projects include: information systems projects, re-engineering organizations, transformation, e-procurement, e-commerce, change management, global sourcing and negotiating. His industry experience is in the chemical, paper, pharmaceutical, IT, automotive, government, consumer, equipment, services and consulting industries. He has been published extensively in journals, magazines and books. He is the author of eleven books all available on Amazon.  He has instructed at six education facilities in numerous roles. He is active in supporting the YMCA, Wounded Warrior, and the prevention of the bullying of children.

https://www.amazon.com/author/tomdepaoli    = Dr. Tom’s Amazon author’s page

http://www.apollosolutions.us  = website of Apollo Solutions his business

drtombooks.com  = more information on Dr. Tom’s books

 

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Contact Dr. Tom = thomasdepaoli@yahoo.com drtombooks.com for newsletter sign up https://drtombooks.com/contact/ My Books link: https://www.amazon.com/Tom-DePaoli/e/B003XSV1IQ