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1、Kaizen Events Workshop,Client Training Workshop,August 2003,CONFIDENTIAL,This report is solely for the use of client personnel.No part of it may be circulated,quoted,or reproduced for distribution outside the client organization without prior written approval from McKinsey it is not a complete recor
2、d of the discussion.,1,KAIZEN EVENTS TRAINING,ObjectivesBackground&IntroductionConducting a Kaizen Event,2,KAIZEN EVENTS TRAINING OBJECTIVES,Define kaizen eventsDiscuss the goals of kaizen eventsIdentify the benefits of kaizen eventsDescribe how to conduct a kaizen event,This session will:,3,KAIZEN
3、EVENTS TRAINING,ObjectivesBackground&IntroductionWhat is a kaizen event?Phases of kaizen eventsSample timetable for a kaizen eventPlan,do,check,act cycle(PDCA)Team descriptions for a kaizen eventConducting a Kaizen Event,4,WHAT IS A KAIZEN EVENT?,Kaizen events are a structured methodology to focus i
4、mprovement activity;they have the following elements:,A formal schedule includes kickoff and final presentation to management as well as daily team leader updates,The objectives are defined for a focused area to force the team to stretch beyond their comfort zone(e.g.,25%productivity gain,50%space r
5、eduction,30%inventory reduction),A kaizen event is planned to last 3-4 days,plus time to complete follow-up items(30-day plan),Team members are full time for the duration of the kaizen event;they are not expected to perform their normal jobs during the event,5,WHAT IS A KAIZEN EVENT(CONTINUED),“Kaiz
6、en”is a Japanese term that means small,incremental,continuous improvement.A kaizen program,or continuous-improvement program,can involve multiple approaches to achieve improvements,including its namesake,the kaizen event.These approaches systematically push an organization toward a state of Lean Pro
7、duction.A kaizen event is a rigid methodology to focus improvement activities by promoting ownership,incremental change,and problem-solving skills.It rapidly energizes a select group of employees,typically attacking a specific problem within a compressed period of time.The specific problems to be ta
8、ckled within a kaizen event are strategically chosen to support a companys business objectives.For best applicability of the kaizen event approach,the organization should define and prioritize the areas that need improvement.You should identify small problems with significant short-term or long-term
9、 impact.,*FootnoteSource:Source,6,OVERACHING THEMES OF KAIZEN EVENTS,Complete and thorough elimination of waste to reduce the timeline from order to deliveryCreate only what is needed,when it is needed,in the amount neededCreativity before capital“Where there is no standard there can be no kaizen”Ta
10、iichi Ohno,*FootnoteSource:Source,7,Announce eventIdentify teamSet goalsDocument current process and performanceTrain kaizen participants,Pre-paration,Analysis,Brain-storming,Implementation,KAIZEN EVENT PHASES,Kaizen event,VP or GM introduces teamTeam leader presents kaizen activity worksheetVP or G
11、M motivates team with closing comments,Learn processTime operations,Generate ideasMake change/implementStandardize,Walk management through areaPresent kaizen learnings and implemen-tations(before vs.after performance)Review 30-day follow-up plan,Measure performanceMeet to assure completion of 30-day
12、 follow-up plan,8,TIMETABLE FOR AN EVENT,Monday,Tuesday,Wednesday,7:00 a.m.3:00 p.m.6:00,Team trainingReview agenda and logisticsReview goals and objectivesWhat is kaizenLean manufacturing principlesKickoffProject area overviewWalk the floorReview data Confirm current state of process and performanc
13、eQuantify performance gap and savings potentialReview standards and customer specs List concerns and improvement opportunitiesCreate to dos for Tuesday Wrap up,Complete to do from previous dayDetermine root causes and brainstorm countermeasuresDevelop trials:New layoutNew work methodsConduct trialsM
14、onitor resultsSummarize results and concernsBrainstorm and implement countermeasuresDefine performance measures for area and implementTeam leader update to plant managerTeam continues activitiesCreate to dos for WednesdayWrap upMajor layout changes Build tables,racks,workstation configuration,Prepar
15、e for the dayComplete to dos from previous dayContinue trialsSummarize results and concernsBrainstorm and implement countermeasuresMonitor resultsQuantify%performance gap obtained and annual savingsDocument standard workTeam leader update to plant managerCreate to dos for ThursdayWrap up,1:00 p.m.3:
16、003:30,7:00 a.m.3:00 p.m.6:00Night,7:00 a.m.10:00,Complete to dos Monitor resultsPrepare presentationDocument remaining action items as 30-day follow upManagement presentationQ&A,Thursday,*Use tools of root-cause problem solving,9,TEAM DESCRIPTION,Team leader:Drives team toward objectivesFacilitator
17、:Ensures lean principles are used within implementation,manages logistics of eventTeam members(3-5):At least 1 member provides knowledge of area;others to learn,implement,and promote improvements and process,Team leader,Facilitator,Kaizen team members,10,KAIZEN EVENT TRAINING,ObjectivesBackground&In
18、troductionConducting a Kaizen Event,11,KAIZEN EVENT IMPACT,*FootnoteSource:Source,The operational impact of even a single,small kaizen event can be dramatic To the Customer:A critical measure by which potential kaizen events are prioritized is their ability to impact the customer.Thus,a successful k
19、aizen event should lead to a leaner organization and subsequently better customer serviceTo the Company:The incremental improvements of a kaizen event step the organization toward strategic objectives,steadily raising the standards.For example:A kaizen team at a discrete-product manufacturer realize
20、d a$100,000 materials savingsBy standardizing work and reducing wasted motion and activities at a distribution center,a kaizen team increased packaging productivity by 10%A kaizen team reduced changeover time on a 700-ton press by 80%,enabling inventory to be reduced down to 1-day supply To the Asso
21、ciate:Cultural impact on kaizen team members can be as forceful as benefits to customer or company:Employees empowered to explore problems,come up with the solutions,and implement Provides a strong sense of accomplishment when the aggressive objectives are met Kaizen activity is contagious;other emp
22、loyees want to become a part of the effortsBehavioral and cultural changes are more difficult to achieve than operational changes,but they make improvement sustainable,12,PRODUCTION SYSTEM ELEMENTS TO ACHIEVE IMPACT,Standardized operationsMan/machine separation,SAFETY(People),Line stop and callPoka-
23、yokeRoot-cause problem solvingPlant-floor problem solvingTPMOEE,QUALITY(Jidoka),Continuous flowTakt timeLine balanceCell designQuick changeoverPull systemsLevel scheduling,DELIVERY(JIT Manufacturing),5S-workplace organization8 types of wasteVisual management,COST(MUDA),13,PRODUCTION SYSTEM ELEMENTS
24、TO ACHIEVE IMPACT(CONTINUED),ElementStandardized operationsMan/machine separationLine stop and callPoka-yokeRoot-cause problem solvingTPMOEEContinuous flowTakt timeLine balanceCell designQuick changeoverPull systemsLevel scheduling5S8 types of wasteVisual management,Focus of kaizenConsistency and re
25、peatabilityWork element timesOperator response timeFool proofingStructured approachScheduled maintenanceMachine downtimeProduct/operator movementPace of customer demandOperator work contentWork area layoutChangeover timesLinking demand to productionSmoothing productionWorkplace organizationNon-value
26、 added operationsInformation clarity,Primary resultDocumented proceduresReduced operator wait timeReduced scrapImproved product qualityRecommendationsMinimized machine failuresImproved machine utilizationEliminated interruptionsJust-in-time productionReduced lead timeOptimized motionsHigher machine
27、utilizationLess inventoryOn-time deliveryDisciplined workforceReduced costPerformance charts,labels,14,POINTS TO REMEMBER,Success enabling factors for eventsThoughtful approach to project-area selection(e.g.,high impact,narrow scope)Team selection performed well in advance and limited to a small num
28、ber of cross-functional participants(4-7)Expectations for team members clearly stated(e.g.,level)Choose proper KPI to analyze potential/performance during experimentationTeams should be made up of as many different participants as possible.Deployment of improvement spirit is as important as the indi
29、vidual eventsGood prior planning for team logistics(e.g.,lunches,night-shift requirements)Follow-up items need to be tracked and structured follow-up meetings scheduledMeasurement systems for key performance indicators should be in place after each eventDiscrete changes(i.e.,mechanical fixes or sett
30、ings,new equipment)are quickly completed;however,behavioral changes(i.e.,procedures,best practices)are extremely difficult to implement.It is the behavioral/cultural changes that make improvement sustainable.,15,SELECTING THE PROJECT AREA,Kaizen event area needs to be strategic and important to the
31、overall transformation processStart with core processesChoose operating problems,not management problemsConsider advantages in terms of cost,quality,productivity and delivery responseGet input about the project area from:Area director and managersAssociatesInternal customers and suppliersMake sure m
32、anagement understands what is required in terms of time,resources and impact,16,SELECTING A FACILITATOR CRITERIA FOR SUCCESS,The most essential area of this criteria is problem-solving skillsThese skills need to be accompanied with a disciplined third-party approach,17,WEEKLY OBJECTIVES FOR FACILITA
33、TORS,Event weekFacilitate eventWork with team leader on facilitation and problem solvingSchedule review-week meetingFollow-up weekWork with team leader to get any required standard operating procedures writtenSchedule training meetings,as requiredEnsure all-line,all-shift rolloutEnsure planning for
34、next event is finalized with process ownerReview data and create baseline for next eventReview this week/next week meetingCover all follow-up itemsIdentify successes and short comingsConsolidate all event histories into 1 book and include a 1-page summaryfor eachAudit complianceEnsure measurement sy
35、stem in place,18,SELECTING TEAM MEMBERS,Typical team makeupEvent facilitator Cross-functional team:Operator(s)from the area(1 day shift and 1 night shift is preferred)1 maintenance representative 1 supervisor 1 of the following categories:AdministrationManagementBest practice representative(other pl
36、ants),Team member attributes Mix of high and low performersDo not load teams with low performers in hopes of raising their performance level High-motivation level Free from other duties Half of the team should be hourly associatesSome team members should come from outside the project areaAt least 1
37、team member should be from the project area,Team members for all events should be selected in advance of the start of the first event and notified of where and when to meet for the first day of the project Different team members should be selected for each event except for where key process knowledg
38、e is needed,1 member takes the role as team leader and owns the event,19,ROLES AND RESPONSIBILITIES,FacilitatorPlan event logistics(meeting rooms,meals,etc.)Train and mentor team leadersDocument all kaizen activitiesAssist in preparing and training all new processes and proceduresCoordinate closely
39、with team leaders to ensure the scope and objectives of each event fit the criteria outlined in the training manualEnsure team members are selected in advance and in accordance with the pre-event criteriaEnsure supervisor participation in rollout and training Maintain third-party outlook on issues a
40、nd lead team through objective fact-based approachParticipate in follow-up meetings,keeping track of complete and outstanding action itemsTeam LeadersSupport process with enthusiasmAssure team goals are metUpdate to-do listKeep everyone involvedUpdate management daily on teams progressLearn facilita
41、tion and problem solving skillsCoordinate team presentationTrack event follow-up items and assure completion,20,ROLES AND RESPONSIBILITIES(CONTINUED),Team membersFull-time responsibility;must be with the kaizen team during the entire projectParticipate in the follow-up process as an action takerMana
42、gementFull support of the improvement effortKick off the program with plant communication meetings.Kick off each event explaining why the effort is important and how it will impact the businessWrap up each event by receiving report from the kaizen team,soliciting feedback from the teams on the proce
43、ss and reiterating the impact on the businessFollow up in a structured manner holding team members accountable for finalizing implementation and brining the correct support to bear on issues out of their control.Set dates,assign names,21,BASIC STEPS FOR CAPTURING WORK KAIZEN OPPORTUNITIES,Identify k
44、aizen purposeAnalyze the current situationGenerate alternative ideasCreate kaizen planImplement the kaizen plan with kaizen eventsConfirm the results,Work kaizen events should not be haphazard or pursued independently by shop-floor associates.They must serve the overall business strategy and positiv
45、ely impact all of the organization.A kaizen program ensures that opportunities for improvement are identified and captured in the following manner:,22,STEP 1 IDENTIFY KAIZEN PURPOSE,*non-processing time includes storage time,inspection time,conveyance time,Be dissatisfiedComplacency with the current
46、 state will hinder efforts to identify opportunitiesDrive to find better ways of doing things and have the courage to embrace change Actively search for improvement opportunitiesQuestion the purpose of each activityStrive to identify sources of wasteConsider the production lead timeproduction lead t
47、ime=processing time+non-processing time*Ask for suggestionsFrom supervisors and associatesFrom managers struggling to hit their targetsChoose a problem,clearly define it,and get started,23,STEP 2 ANALYZE THE CURRENT SITUATION,Get the factsGather information at the sourcePersonally observe the machin
48、ery and/or activities involved with the problemObserve during an occurrence of the problemUse available techniques for work analysisProcess and flow analysisUnderstand the sequence of operations and physical routingWork element analysisUnderstand the detailed steps of the jobMotion analysisBreak the
49、 job down into basic motions(find,grasp,position,assemble)Time analysisBuild on the work element analysis by timing each step Standardized operations*Show the current and future state using standardization forms(below),Combination table,Operation capacity,Analysis sheet,Operation instructions,*Refer
50、 to separate training module titled Standardized Operations for details,24,STEP 3 GENERATE ALTERNATIVE IDEAS,Use idea generation methods5 Why analysisBrainstormingReview the rules for work simplificationRules for body motionRules for the workplace(organization,layout,environment)Rules for the design
