kaizen facilitator booklet

7/30/2019 Kaizen Facilitator Booklet

http://slidepdf.com/reader/full/kaizen-facilitator-booklet 1/46

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Kaizen FacilitatorTraining

Learning to plan and facilitaterapid process improvement

events

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Class objective

Provide participants thenecessary skills and tools for planning, and facilitating a

successful Kaizen event.



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Kaizen: An important element

of a Lean transformation

Engage thecreativity ofemployees to

make theprocess better

“To take it apart and put it back together in a better way.”

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Kaizen is an importantelement of a Lean

transformation

But a Lean

transformationis more than just a kaizen



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Kaizen historyFollows Deming’s cycle: Plan, Do, Check, Act (PDCA)

Define theoperation

to beimproved

Standardizethe

operation

Standardizethe new

operation

Measure thestandardi

zedoperation

Innovate tomeet therequirem

ents

Gaugemeasure

mentsagainst

therequirem

ents

Kaizen

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3

4

5

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Deep Dive video

Focused chaos



Preparing for a kaizen event

1. Select process (define the business issue)

2. Scope the process to be improved

3. Establish goals

4. Assemble the team

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A3 – problem solving tool



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1. Selecting the processNearly every business process canbe improved using the Kaizen process.However , when choosing a place to startconsider the following:

• Alignment• Impact• Need• Willingness



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1. Selecting the process

Define the business issueStrategic alignment

• It is important to the overall success of the division, orwork unit that this process functions well (reliably,predictably, efficiently)

• It is a core business process for the unit

Impact

• It’s a process that affects a large number of

stakeholders/customers• It’s a process that consumes a lot of internal resources• It’s a highly visible process to stakeholders and/or

customers

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1. Selecting the processDefine the business issueNeed• It’s a process that clearly is not working as well as it

should (lots of complaints, rework, defects, unhappyemployees, etc.)

• It’s a core business process that affects many otherprocesses or programs

Willingness• Manager of the affected area has an interest insupporting and making needed changes

• Workers are open to change, and would be able andwilling to participate in an improvement event



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Other characteristics of a good

kaizen project• Clear start and end points (can be

described as a process)• Easily identifiable internal and

external customers• Improvement can be measured

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Project desirability matrixProbability of

success:

Low

Medium

High

Effort required

A g e n c y

i m p a c

t

Low Med High

L o w

M e

d

H i g h



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2. Scope the process

• What is the first step of the process we areimproving; what is the last step of theprocess. If we can’t define that, we mayneed a different tool (Process preparation-2P)

• How big is too big? (rule of thumb; if thereare 10 or more functions involved, reduce

scope)

• Scope can be adjusted during the event

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3. Set improvement goals• Try to establish measurable

goals (time, defects, FPY)

• Set the bar high (you willoften achieve what you set)

• Goals should be clear, and

easy to communicate• Are set by, or at least ratified

by, the Sponsor



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There are four primary roles on the team:

1. Sponsor

2. Team leader

3. Team members

4. Facilitator

4. Assemble the teamRoles and responsibilities of Kaizen team members

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Role: SponsorThe sponsor’s responsibilities include:

1. Create and/or ratify the scope and goals

2. Select the team leader

3. Select team members (often with team leader)

4. Kick-off the event with words of support

5. Stay involved with the team throughout the week

6. Attend team leader meetings each day

7. Attend final presentation

8. Ensure improvements are implemented andsustained



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Team leader ’s responsibilities include:1. With sponsor, create scope and

goals for the event2. With sponsor, identify team

members3. Gather pre-work 4. Schedule and participate in a pre-

event meeting5. Help the facilitator with kaizen

member involvement6. Participate in team leader

meetings7. Work with sponsor to ensure that

action items are completed andresults sustained

Roles: Team leader

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Roles: team membersTeam typically consists of:•Process participants

(Include informationsuppliers, and end ofprocess customers ifpossible)

•technical support(IT, facilities, Internalcontrol)

•1 outside set of eyes(Not essential but goodidea if team size allows)



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• Include a CAVE dweller (Citizen’s AgainstVirtually Everything)

• Team members are expected to be fullyengaged for the duration of the event

• Team members may be future Kaizen team

leaders, or facilitators.

Roles: team members

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Roles: Team membersother considerations

• Respect for the work of the organization• Openness to change• Ability, willingness to be part of a team• Understanding of the current process• Honest, and respectful• Willingness to focus on process, not people

• Data focus – analysis and problem-solving



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Role: FacilitatorYour primary responsibilities are:

1. To help sponsor identify, scope, andprepare for the kaizen event

2. To train kaizen team members in theelements of Lean during the event

3. To facilitate, andcapture the resultsof the kaizen event

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Roles: Facilitator1. To help prepare for a kaizen event

• Work with a potential sponsor to find a‘good’ project

• Help the sponsor determine who the teamleader should be

• Help the sponsor and team leader establish appropriate goals for the event• Help the sponsor and team leader identify

team members



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Roles: Facilitator

2. To train kaizen team membersTrain team members in the elementsof the 7 wastes, process mapping,and process improvementTrain team members in the purposeand application of standard work Team members may need tounderstand the elements of 5S

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Roles: Facilitator3. To facilitate the team, and capture the

results of the kaizen event

• Manage the schedule, participation, andprogress each day

• Capture and record decisions, and actionson the report out document

• Attend team leader meetings, insure goodcommunication between the team andsponsor



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Role of a Kaizen facilitatorGood changemeans good resultsand goodexperiences. Acritical role of theKaizen facilitator isto provide theopportunity for a

positive teamexperience.

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Attributes of a good facilitatorThe facilitator should:

• Be positive

• Be clear about instructions and expectations

• Recognize progress

• Know when to instruct, facilitate and intervene

• Sense the “mood of the group”• Encourage and value all opinions

• Be objective, and non-judgmental



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Facilitating teams

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The White Albatross



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Please respond to the statements:

T, if the statement is true,F, if the statement is false, and?, if the story does not contain sufficientinformation to respond true or false.

Please complete this assignment individually.

The White Albatross

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White Albatross questions1. Which was higher, the individual score or the group score?

2. What is the value of group deliberation?

3. What was it like to facilitate?

4. How would you rate your neutrality?

5. How can you improve your facilitation skills?



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Albatross

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The Kaizen event



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Kaizen process

Preparation Kaizen event Sustainment

•Team

•Environment

•Data

•Organization

•Training•Tools•Milestones•Challenges•Tasks•Relationships•Results

•Measurement

•Support

•Resolve

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PreparationYour job is to help prepare the team for success, not to make decisions or findsolutions for them.

Four areas of preparation are :

1. Team members

2. Environment3. Data4. Organization



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Prepare the team members

• Scope and goals• Why they were selected• Expectations – time commitment/ schedule

• Importance of the event

Sponsor should invite team membersto a pre-event meeting to explain:

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2. Prepare the environmentThe meeting room area should be:

•Quiet

•Large and comfortable

•Have lots of available wall space

•Be available for entire week

•Suitable for training and working



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2. Prepare the environmentYou will need the following supplies:

• Training materials (powerpoints, toast kaizen video)

• Paper for swim lane mapping

• Markers

• Flipcharts

• Laptop and speakers (video equipment)

• Post-it notes (5 different colors)

• Tape• Scissors

• treats

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3. Prepare the dataTeam leader often collects process data:

• Volumes (# processed per month,year)

• Current metrics relevant to theprocess (time, first pass

yield, rework, customer satisfaction )• Forms/databases used in the process

• Defects – External, re-work



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4. Prepare the organizationAvoid surprises by having the sponsor communicate the following to others inthe work unit/division:

• Event dates

• Goals and objectives

• Team leader and members

• Purpose

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Kaizen event in detailEvery Kaizen event is different. It follows a well-established script, but the flow, and outcomesare always different. Facilitators need to beflexible but consistent.



Kaizen event in detail

Morning

• Team introductions

• Statement from the sponsor

• Review scope and goals of theevent.

• Understanding kaizen eventmember roles and responsibilities

• Develop team rules

• Training - Learning about the 7Wastes and toast kaizen video

Afternoon

• Learn about swim lane mapping.

• Begin to map the current “as is’ process.

• plus/delta

• Team leader meeting

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Monday – Day of learning and discovery

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Types of process maps• Flow chart

• Decisions and loops

• Value stream map (VSM)• How value is added• Tend to be linear

• Swim lane map (SLM)• Combination of first two maps



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Flow Chart

Get Mail

Sort

Open Bills Correct?Write Check

& Due Date onEnvelope

Put in Envelope& Attach Stamp

Wait forDue Date -5

Mail

Call CompanyTo Resolve

Yes

No

Resolved?YesNo Stop

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Swim lane mapping

Time

People (jobfunctions)

Tasks/Process

Three elements:



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Icons

DECISION(Y or N)

TaskTime to

Complete(in min.)

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Icons

Storage / FileWait / Delay

Wait Time(in days

or weeks)



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Icons

Handoff

Electronic,

phone, or fax

Physical (e.g.passing a paperitem back and

forth)

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Building a swim lane map

Accounting

Customer

Order Entry

Sales

Supplier

Shipping

Customer Service

Customer Callsin order.

Customer Servicesends e-mail to Sales

Sales person isassigned to order anddelivers paper copy oforder to Order Entry

Order is nowentered intothe company’sdata base.

An electronic order issent to the supplier.



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Data collection

• Review scope

• Walk

• Document

• Characterize

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Confirming the scopeAs you beginmapping, insurethat the scope isdefinable, with aclear beginning

and end steps ofthe process.



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Walk the process

From the beginning T o the end

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Questions to ask whendocumenting the processWhere does this information come from

Is the process completed without interruption

Do you ever have incomplete or incorrect information

Where does the information go from here

Does the information go more than one place

Is there new information or is it the same informationbeing translated into another form



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Characterize the process

1. What forms, tools,or systems doeseach step use?

2. How long doeseach task andwait take?

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Hand -off

Passingtransactional

tasks to another department of

person



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Missing or incomplete

informationFirst Pass Yield (FPY)

What is thepercentage oftimes that theinformation isaccurate and

complete

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Duplication

Understand andmap where all

copies (paper andelectronic are

stored)



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Data transfer

Moving information from one place toanother without changing it

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Waiting• For someone to

make a decision,do a task, etc.

• Assign the wait tothe swimlane that

is responsible for the wait



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Inspection

Reviewingemployees’

work

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Swim lane mapping tips

Functions in the leftcolumn

Use Post-it notes for thefunctions



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People

(job

functions)

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Mapping tipsEvery time you change lanes, there’s a

hand-off

With every hand-off, there is almostalways a wait

Wait/Delay

Handoff



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Mapping tips

Subsequent tasks should appear to theright of the prior task, unless the task occurs simultaneously (e.g., meetingattended by multiple people).

Assign average times, or use worst andbest case scenarios for each waitand each task.

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The 90/10 ruleThere are exceptionsto every rule. Whenmapping, consider what happens themajority of time.

Don’t focus your effort

on the exceptions.

Exceptions



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Swim lane mappingexercise


Morning

• Complete swim lane map forcurrent state

• Assign times for tasks andwaits

• Collect general observations of the current process (on flipchart)

• Review information on volumeof each type, timeliness,

• Review and frame kaizen goalsand objectives

Afternoon

• Review “The Road to thePerfect Process” powerpoint

• Brainstorm, and list possibleimprovement opportunities

• Discuss and prioritizeimprovement suggestions

• Begin work on future stateprocess map

• Plus/Delta• Team leader meeting70

Tuesday – Day of analysis, and brainstorming



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Ranking brainstorm ideas

1

2

312

3

Effort required P r o c e s s

i m p r o v e m e n

t i m p a c

t

Low Med High

L o w

M e

d

H i g h

The Road to the Perfect Process



The Perfect Transaction

• Is completed entirely by one person• Is completed one at a time (no batching)• Is completed as soon as the request is made• Is completed without interruption• Is completed with the information provided• Is completed correctly

• It never returns

Barriers to the perfect transaction• Poor Information

• Missing information

• Inaccurate information

• Assumptions

• Poor information flow• Hand-offs• Waiting• Poor sequence• Confusion on flow• Linear processing

• Organizational structure• Information/Knowledge

silos



Eliminating missing information

• Can be the result of long lead times, andusually the cause of longer lead times(Catch 22)

• Require all information from the customerbefore the job launches (don’t enable badbehavior)

• Put in hard stops that don’t allow partialinformation (online hotel reservations)

Eliminating inaccurate Information

• Use menus where a small number of choices exist

• Only collect the information you need• Clearly define the information you need• Create a review process with the customer

before the job launches• Create and report on measurements for

information accuracy



Assumptions

• Assumptions are usually the result of incompleteinformation, or information that does not arrivewhen it should

• Assumptions will usually add defects to theprocess

• Reduce the need for assumptions by getting theright information at the right time

Poor information flow• Reducing hand-offs will reduce waits

• Relentlessly challenge why fewer peoplecan’t perform more of them in sequence

• Provide training or permission to helpreduce the number of functions in theprocess. This increases accountability.



Poor information flow• Making every effort to insure clear,

accurate information is gathered at theearliest possible step of the process

• Concurrency – can some parts of theprocess be done simultaneously?

• Do we have a standard process, or is itdifferent every time we do it?

Poor information flow• Structure/silos – do they know what I

need to make the process work, do Iknow what they need?

• Is control affecting the process. This is

mine, you can’t have it?

• Is trust ( you can’t be trusted to do this job correctly ) an issue?



Future state mapping tips

• As facilitator try to insure everytask is value-added. Challengethe ‘this is what we do now’,with, “how do we want to do it”

• Make sure sequence contributesto getting good information asearly in the process as possible

• Establish wait time based onwhat is reasonable, butaggressive and consistent

Morning

• Complete swim lanemap for new process

• Assign times to waitsand tasks

Afternoon• Training - Standard Work

powerpoint

• Agree and describeaction plan items

• Small group work onaction items (if time)

• Review typical report outdocument

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Kaizen event in detailWednesday – Day of change



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Takt time• The average rate at which the

customer consumes or requires theproduct or service (i.e. #/day or #/hour).

• Example• How to calculate• Calculation examples

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Takt time

0

10

20

30

40

50

60

70

80

Tom Nancy Chet Gene

Takt time=54 sec

What does the chart tell you?



Morning

• Complete report outdocument

• Complete action plan

• Assign slides for reportout presentation

Afternoon

• Rehearse

• Present report out

• Celebrate!

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Thursday – Day of sustainment and celebration

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Kaizen event post-work Things to look out for:

• The sponsor should assure that work is being done onthe kaizen work plan

• If the team runs into resistance that has stalled their efforts the sponsor needs to get involved

• Sponsor has not been visible or active in ensuringfollow through on the work plan

• Demeanor of staff – people are disheartened by lack of commitment from the division or agency to insureimplementation



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The sustainment problem

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Sustainment

• Sustaining the improvements is often the most difficult part

• When results are not sustained, the following happens:

Performance potential is not realized

Momentum is lost

Credibility diminished

Cynicism and frustration increase

Status quo prevails



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SustainmentElements for sustainment

An overall improvement plan

Commitment from all of those involved

Visible and engaged management

Clear roles and responsibilities for supervisors and managers in the plan

Supervisor holds team members accountable for their work with the newprocess

Clearly communicating why the improvements were made, who benefitsfrom them, and expectations

Pre-work is conducted for every event

Metrics for results

Skilled event team leader

Dedicated team members

Team leader and sponsor provide timely responses to problems and issues

Standard work and a system to support it

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Kaizen Resources

Checklists, training powerpoints, and other materials can be found on “Resources” tab atwww.lean.state.mn.us



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Summary and conclusion

• As new facilitators, co-facilitate withsome one more experienced

• Don’t give up

• Questions?

kaizen facilitator booklet

Documents