Ucsdclass Kaizenevents 110302133748 Phpapp01

Kaizen Events
Lean Enterprise Program

UCSD Extension
Instructor: Karen Martin

Learning Objectives
• You will learn:
– How Kaizen Events differ from kaizen.
– How to plan an event (including necessary
leadership engagement, scoping, team formation,
and logistics).
– How to execute/facilitate an event.
– How to sustain improvements.
– How Kaizen Events can help shift culture.
Agenda
• Overview
• Kaizen Event Planning
• Event Execution – Part I
• DVD - Breakthrough Kaizen Events (DVD)
• Event Execution – Part II
• Event Follow-up / Sustaining the Change
• Applying Kaizen Events in Your Organization
Kaizen Defined
KAIZEN
Kai Zen
Break apart Study
To change Make better
Continuous Improvement
© 2011 Karen Martin & Associates

4
Kaizen Event – Definition
A two- to five-day focused improvement

activity during which a sequestered, cross-
functional team designs and fully
implements improvements to a defined
process or work area, generating rapid
results and learned behavior.
Karen Martin & Mike Osterling
The Kaizen Event Planner, 2007

5
Improvement Roles
Who? Accountability Tool

Strategic
Senior What has to Value Stream

Leadership happen Mapping
Middle
Management
Tactical
Frontline How it will

Kaizen Events
Workers happen

6
“Never tell people how to do things.
Tell them what to do and they will
surprise you with their ingenuity.”
- General George S. Patton

7
Kaizen Event Characteristics
• Aggressive, measurable objectives

• Sequestered, cross-functional team
(100% focus)
• Short duration: 2-5 consecutive days
• Scope: Narrow and deep
• Emphasis on the elimination of
unnecessary non-value-adding
activities

8
Defining Value
• Value-Adding (VA) - any operation or

activity your external customers value
and are (or would be) willing to pay for.
• Non-Value-Adding (NVA) - any operation
or activity that consumes time and/or
resources but does not add value to the
service provided or product sold to the
customer.
– Necessary - regulatory requirements, support
processes, etc.
– Unnecessary - everything else - WASTE
9
Work Effort Classification as
Defined by the Customer
Kaizen Events Characteristics
(continued)
• Low cost
– Define and exploit the “technical
boundaries” of existing resources
– “Creativity before capital” thinking
• Rapid Implementation (during the
event)

11
Truck 5S Kaizen Event
To avoid sub-optimization, tie all
Kaizen Events to a Value Stream Map
or other strategic improvement plan.
Sub-optimized Value stream optimized
© 2011 Karen Martin & Associates 14

15
16
17
Current State Value Stream Map
Supplies Purchasing - Current State VSM
Purchasing Segment
Non-repetitive purchases less than $5,000
Inititate Req. 1
Originator
31
PT = 10 mins.
C&A = 10%
Supplies
Hard Copy
Vendor
Form File File Maker Quicken Excel ERP
Website
Data Entry
Review 4 Enter 7 Approve in 8 Submit PO

Review 2 3 Review 5 Review 6 9 10
Review Req. 20 Reqs Requisition 10 Reqs ERP 63 Reqs to Supplier
Budget Requisition Requisition Requisition
External
Corp Purchasing Supplier
Sys Engineer Admin Asst Corp Purchasing
Finance Supervisor IS Manager Financial Mgr Manager
6 2 1 1 1 1 1
6
2 hrs. PT = 5 mins. 4 hrs. PT = 5 mins. 40 hrs. PT = 5 mins. 8 hrs. PT = 5 mins. 8 hrs. PT = 10 mins. 4 hrs. PT = 15 mins. 24 hrs. PT = 5 mins. 56 hrs. 80 hrs. PT = 20 mins.
PT = 15 mins.
C&A = 60% C&A = 95% C&A = 90% C&A = 100% C&A = 95% C&A = 98% C&A = 90%
C&A = 98%
0.25 days 0.5 days 5 days 1 days 1 days 0.5 days 3 days 7 days 10 days LT = 28.4 days
5 mins. 5 mins. 5 mins. 5 mins. 10 mins. 15 mins. 5 mins. 15 mins. PT = 65 mins.
AR = 0.477%
RFPY = 4.2%
PT = Process Time
LT = Lead Time
Customer Demand: C&A = % Complete & Accurate
615 requisitions per y ear AR = Activ ity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Y ield
Future State Value Stream Map
Supplies Purchasing - Future State VSM
Purchasing Segment
Non-repetitive purchases less than $5,000
Additional
IT access
Enter Req. 1
in ERP
Integrate Form Originator

File with File 31
Maker PT=30 mins.
C&A = 85%
Supplies
Requisition
Checklist
Vendor
File Maker ERP
Websites
Use budget in place

Cross of Quicken
Auto Notify
Training
Standard
Work for
review Approval
Additional
IT access Dedicated
Review Approve Place Buyers
2 3 4 5
Req. in ERP Order External
Supplier
Dept.
Supervisor Corp Purchasing
Manager
2 6 hrs. 1 6 PT=20 mins.
4 hrs. 8 hrs. 80 hrs.
PT=5 mins. PT=5 mins. PT=20 mins.
C&A = 95% C&A = 90% C&A = 98%
0.5 days 0.75 days 1 days 10 days LT = 12.3 days

5 mins. 5 mins. 20 mins. PT = 30 mins.
AR = 0.508%
RFPY = 71%
PT = Process Time
LT = Lead Time
Customer Demand:
C&A = % Complete & Accurate
615 requistions per year AR = Activity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Yield
Future State Implementation Plan
Executive Sponsor Allen Ward Implementation Plan Review Dates
Value Stream Champion Sally McKinsey 9/27/2007 11/1/2007
Value Stream Mapping Facilitator Karen Martin 10/4/2007 11/15/2007
Date Created 9/13/2007 10/18/2007 11/29/2007
Block Implementation Schedule (weeks) Date
Goal / Objective Improvement Activity Type Owner
# 1 2 3 4 5 6 7 8 9 10 11 12 Complete
Reduce number of I.T. systems by 50%;

1, 3, 6 Integrate FormFile with MasterFile system PROJ Sam P.
orig to corp PT to 40 mins
Reduce number of review/approvals by Define standard work for requisition review;

2, 4-6 KE Bruce T.
66%; orig to corp LT = 1.25 days cross-train reviewers as needed
Eliminate handoff to admin asst; orig to Define standard work and cross-train
7 KE Dianne M.
corp LT = 1.25 days originators in ERP data entry
Improve %C&A from originator to 85%; Create checklist for requisition initiation;
1 KE Ryan A.
RFPY to 71% integrate into existing form
Reduce number of I.T. systems; reduce

3 Eliminate Quicken use JDI Lori Y.
PT orig to corp to 40 mins
Reduce LT through corp purchasing to 1

8,9 Create dedicated buyers PROJ Jill W.
day
Approvals
Executive Sponsor Value Stream Champion Value Stream Mapping Facilitator
Signature: Signature: Signature:
Date: Date: Date:
Type legend: JDI = Just do it; KE = Kaizen Event; PROJ = Project; RPE = Rapid Planning Event
Hold Kaizen Events when…
• Rapid change is desired.

• Cross-functional problem solving is necessary.
• You want to break old habits.
• You want to develop the workforce.
• You want to embed lean thinking into the
organizational DNA.

21
Kaizen Events - Macro PDCA Cycle
• Create Charter • Hold Event
• Scope & Schedule • Create
Event Sustainability Plan
• Form Team • Communicate
• Gather Data success
• Conduct Lean
Overview
Plan Do
Act Check
• Adjust process • Monitor process
as needed performance
• Continuously • Complete
improve 30-Day List
• Conduct 30-Day &
60-Day Audits
22
• Conduct Lean
Overview Plan
(4-6 weeks Do
prior)
Act Check
improve 30-Day List
60-Day Audits
23
Kaizen Event Charter
• Serves as a planning/shaping tool

– What are our measurable objectives?
– Who needs to be involved?
• Defines the event scope and boundaries
• Assigns accountability
• Serves as a communication tool

24
Event Scope Leadership Schedule
Value Stream
Executive Sponsor Dates
Event Name
Value Stream Start & End
Specific Conditions
Champion Times
Process Trigger Facilitator Location
First Step Interim

Team Lead
Last Step Briefings
Workforce
Event Boundaries & Training
Event Coordinator
Limitations Final
Presentation
Event Drivers / Current State Issues Team Members
1 Function Name Contact Information
2 1
3 2
4 3
5 4
Event Goals and Objectives 5
1 6
2 7
3 8
4 9
5 10
Potential Deliverables On-Call Support
1 Function Name Contact Information
2 1
3 2
4 3
5 4
Possible Obstacles Approvals
1 Executive Sponsor Value Stream Champion Facilitator
2
3 Signature: Signature: Signature:
4 Date: Date: Date:
Charter Highlights
• Communicate why – drivers for improvement
– Create upfront alignment
• Scope effort
– Aim for narrow and deep
• Define objectives
– How will we measure our success?
• Select facilitator
– Objective and skilled
• Form team
– Cross-functional and inclusive
• Schedule interim briefings
26
Kaizen Event Facilitator Roles

27
Kaizen Event Facilitator
Necessary Traits
• Skills / Knowledge
– Lean tools
– Root cause analysis
– Project & time management
– Team building / facilitation
– People effectiveness – from front line workers to execs
• Authority / Respect
– Designated change agent / influence leader
– Trustworthy
– Comfortable removing obstacles & reaching out to senior leadership
• Personality / Energy
– Challenging, yet supportive
– Positive, upbeat, energetic
– Pushy without irritating
• Objectivity / Fairness
– No attachment to the work being improved

28
Scoping
• Define fenceposts,
conditions, and
limitations.
• Gives the team
“freedom with
boundaries.”
• Tells the team what
they do NOT have
permission to do.

29
Refining the Focus
• Purpose
– To break improvement into manageable chunks
• Counter the temptation to want to solve world hunger in a single
improvement cycle.
– To select the most effective team.
• Process
– Identify conditions that go through different process
steps.
– Select one based on “pain,” volume, cost, customer
impact, compliance issues, etc.
– Analyze the current state for that single condition;
attempt to apply future state improvements to a broader
set of conditions

30
Narrowing the Scope:
Example
Units
Domestic Consumables
Warranty
Service Parts
Non-
Order Warranty
Fulfillment
Process
Units
International Consumables
Warranty
Service Parts
Non-
Warranty
Scoping Activity
• Pair up with a partner.

• Select a mfg or non-mfg process to be improved.
• Using the worksheet, select the specific set of
conditions a Kaizen team might focus on for making
improvements.
• ID first and last steps (improvement fenceposts).
• Be prepared to discuss.

32
Kaizen Event Scoping
Activity Worksheet
Setting Objectives
• Objectives are
– Measurable
– Contain numbers
– Baseline compared to desired state
• Goals
– General statements of intent
– Contain only words
– Contain no baseline, nor desired state
• Aim for objectives, not goals
– Goal: Implement kanban.
– Objective: Reduce stockouts from 25% to 10%.
• Examples from your projects
34
Sample objectives
• Reduce LT from 3 days to 1 day.
• Increase FPY from 60% to 85%.
• Reduce X operation cycle time from 2.5
hours to 30 minutes.
• Increase uptime from 70% to 90%.
• Increase inventory turns from 3 per year to 8
per year.
• Reduce operator annual turnover from 50%
to 25%.
35
Forming the Kaizen Team
• The single greatest determinant of event success
• No more than 10 (6-8 ideally)
• Action-oriented individuals
– Or thorough prepping / coaching of more passive members
• Must currently perform work being improved
• Manage team member selection
– May need to lobby for team members
– Obtain approval of person’s direct supervisor first
– Avoid being told who needs to be on the team by people
who don’t understand Kaizen Events
– Must have full time representation for all critical operations
– One the Kaizen Charter is set, no one is added to the team
unless the team requests them

36
Kaizen Team Composition - Options
• Upstream suppliers (internal)
• Operators / staff who perform the work being improved
• Downstream customers (internal)
• Subject matter experts (i.e. information systems,
regulatory, legal, risk management, etc.)
• External suppliers / contractors
• External customers
• Union representatives
• Maintenance / facilities representatives
• Outside eyes
• Management (limited representation)
• Administrative support (to create standard work tools)

37
Interim Briefings
• Every day or two
• Team presents their ideas; leadership assures team
has considered all options and thought through all
implications
• Leadership’s role – not to say “no”
– To say “Have you considered this?” “How would we
handle…?” “What if…?”
• Workforce grows stronger as they learn how to
identify and eliminate waste
• Leadership grows stronger as they’re able to shift
their focus to strategic planning and performance
monitoring
• Venue for challenging policies
38
Class Activity:
1. Determine the functions that need to be represented on your Kaizen
Event team.
2. Determine who should attend interim briefings.
Event Scope Leadership Schedule
Value Stream
Executive Sponsor Dates
Event Name
Value Stream Start & End
Specific Conditions
Champion Times
Process Trigger Facilitator Location
First Step
Last Step
Event Boundaries &

Team Lead
Interim
Briefings
Workforce
Training
2
Event Coordinator
Limitations Team
Presentation
Event Drivers / Current State Issues Team Members
1 Function Name
2 1
3 2
4 3
5 4
1
2
3
Event Goals and Objectives 5
6
7
8
1
4 9
5 10
Potential Deliverables On-Call Support
1 Function Name
2 1
3 2
4 3
5 4
Possible Obstacles Approvals
1 Executive Sponsor Value Stream Champion Facilitator
2
3 Signature: Signature: Signature:
4 Date: Date: Date:
Additional Prep: Data and Materials
• Gather anticipated equipment and supplies

• Collect baseline data
– Enough to avoid wasting time; not too much that the
team is robbed from discovery
– Current state performance metrics
– Recent inspection results, surveys, etc.
– Implement time-limited root cause check sheets (if
relevant)
• Gather relevant materials / documentation
– Existing policies and procedures
– Existing job aids
– Relevant regs, industry standards, etc.

40
Additional Prep: Activities
• Post “process issues and improvement ideas” flip-
charts in relevant work areas
• Conduct pre-event session for team and affected
work area(s)
– Lean overview (or review) including principles and key
tools
– Review Charter
– Review roles and responsibilities; Kaizen Commandments
– Set expectations
• Arrange for food and recognition awards

41
• Conduct Lean
Overview
Do
Plan
(2-5 days)
Act Check
improve 30-Day List
60-Day Audits
42
Within The Event - Micro PDCA
• Kick-off • Design & develop
• Document & analyze the improvements
current state
• Design future state
• Brainstorm &
prioritize
solutions Plan Do
Act Check
• Refine & finalize
Macro improvements • Test
PDCA • Implement improvements improvements
• Train workforce
Plan Do
Act Check
43
Kaizen Commandments
• The team starts and ends the day together.
• Being on time is critical.
• The team stays 100% committed and 100% focused.
• No interruptions.
• All wireless devices on silent mode or off. No vibration.
• Rank has no privilege.
• Finger-pointing has no place.
• No veto power from outside the team.
• No silent objectors. Don’t leave in silent disagreement.
• Seek the wisdom of ten, rather than the knowledge of one.
• The current process isn’t “broken”; it needs improvement.
• It’s okay and encouraged to disagree; it’s not okay to be
disagreeable.
44
5-Day Kaizen: Sample Structure
Day 1 & 2 Analyze current state
Perform root cause analysis
(Plan)
Design future state
Interim briefing
Day 3 & 4 Design & test improvements
(Do, Check) Obtain buy-in
Interim briefing
Finalize improvements
Day 5 Train process workers and
(Check, Act) affected stakeholders
Team presentation
CELEBRATE!
45
Steps
• Understand the current state (identify waste)
• Perform root cause analysis
• Brainstorm improvements
• Design improvements (eliminate waste)
• Test improvements
• Adjust & finalize
• Document improvements
• Train operators / staff
• Monitor performance

46
current state
• Brainstorm &
prioritize
solutions Plan Do
Act Check
Macro improvements • Test improvements
PDCA • Implement
improvements
• Train workforce
Plan Do
Act Check
47
Document / Analyze the Current State
• Go to Gemba / observation
• Spaghetti diagrams
– Calculate motion/transportation costs and productivity
losses
• Work breakdown structure or Metrics-Based
Process Mapping (MBPM)
• Root Cause Analysis
• Surveys / audits
• Videotape
• “Product” samples
• Floor plans / blueprints

48
Go to the Gemba
Before:
Floor hand walk distance =
3,095 feet per rig-up
AFrame Spaghetti Diagrams

After:
Walk distance = 300 - 500 feet
P/U
Water
Power Pole
Approximate reduction of 2600’ walk

distance per floor hand per rig-up. For
1000 rig-ups per month by all the crews,
there is an annual reduction of more
than 5900 miles of walking!
Spaghetti Diagram
(Shows people and product travel)
Start Mail Room

Desk
Table
DeskDesk
Desk Desk cart
Table Table
Desk Desk
11 10
6, 7, 8, 9
6, 7, 8, 9
6, 7, 8, 9
Table
Table
Desk Desk
6, 7, 8, 9
6, 7, 8, 9
6, 7, 8, 9
4a Table
4c 3 4b
Table
1
2
Table Table
Staging Area 12
Desk Desk
51
Root Cause Analysis
• RCA is necessary to:
– Avoid jumping to conclusions
– Avoid creating “band-aid” fixes
– Create lasting solutions that permanently eliminate
the problem

52
Root Cause Analysis: 4 Key Tools
Cause-and-Effect Diagram
5 Why’s People
Lack of experience
Material / Info
No stnd spread sheet

Method
Changing schedule
Time availability Input rec’d late

Why? No sense of import No standard work
Why? Email vs. FedEx
Budgets
Why? Submitted Late
Forecast in other system
Why? Manual vs. PC No milestones Weather delays
System avail. $ vs. units Dispersed sales force

Why?
Machine Measurement Environment
Check Sheets Quantify Occurrences

Reason Tally
Material shortage ||||| ||
Quality issue requiring |||||
rework
Staffing/absenteeism |||
Order entry error ||||| |||||
Changing customer ||||| ||||| |||
requirements w/ no
adjustment to expected
delivery
Equipment failure |
current state
• Brainstorm &
prioritize solutions
Plan Do
Act Check
PDCA • Implement improvements
improvements
• Train workforce
Plan Do
Act Check
54
Brainstorming Improvement Ideas
1. Collect ALL ideas without evaluation.

a. Move quickly to minimize censoring
b. Can use “round robin” or free-for-all approach
2. Eliminate those that are not feasible due to
regulatory, legal, financial, etc. issues.
3. Merge those that are similar
4. Number the “finalists”
5. Rank finalists based on:
a. Anticipated benefit
b. Ease of implementation
55
PACE Prioritization Matrix
9 22 17
4 23 8 21
10 3
Easy 5
13
1 16
15
Ease of Implementation
20 14
19
6
7
11
2 18
12
Difficult
High Low
Anticipated Benefit
Building a Lean Enterprise
Tools for Realizing the Future State
• 5S • Work cells
• Visual Management • Cross-training
• Standardized work • Load leveling
• One-piece flow (heijunka)
• Pull systems • Work balancing /takt
– FIFO lanes time
– Kanban systems • Setup / Changeover
• Batch size reduction reduction
• Quality at the Source
(poke yoke)
current state
• Brainstorm &
prioritize
solutions Plan Do
Act Check
improvements
• Train workforce
Plan Do
Act Check
59
current state
• Brainstorm &
prioritize
solutions Plan Do
Act Check
improvements
• Train workforce
Plan Do
Act Check
60
Testing Improvements
What are the various ways

in which one can test
improvements?

61
current state
• Brainstorm &
prioritize
solutions Plan Do
Act Check
improvements
• Train workforce
Plan Do
Act Check
62
Calculating and Communicating Results
• How does the improvement affect the

customer’s experience?
• What is the financial impact of the
improvement?
• How is the workforce affected by the
improvement?
• Use a standard report form to communicate
the above results.

63
Kaizen Event Report
Executive Sponsor Allen Ward Event Name Order Fulfillment Process
Value Stream Champion Sally McKinsey Event Dates 11/26 - 11/28/2008
Facilitator Dave Parks
Team Lead Sean Michaels
Event Objectives Key Improvements Implemented Before Photos, Graphs and/or Data
Reduced lead time from time requistion is received until it is input from Engineers and maintence given access to ERP and
1
approx 11 days to 2 days. trained how to create requisitions
ERP coding changed only department manager

2 Reduce number of approvals form 5 to no more than 2 authorization is required if total spend is less than
$5000
Department managers trained on approval process

3 including need to engage IT group if purchasing
application programs
Measurable Results Collateral Benefits After Photos, Graphs and/or Data

- Reduced equipment downtime due to waiting for
Projected
Unit of Before Projected parts; trickle-down effect re: stress on maintenance
Metric After
Measure Measurement Change department and inter-departmental conflicts
Measurement
- Less frustration with the purchasing process
- Reduced lost-time,and improved productivity, due to
1 Lead Time Days 8.3 2.3 -72.3%
walking requisitions through the approval process
- Should see less premium freight costs due to
2 Process Time Min 55.0 25.0 -54.5%
expediting of purchased parts and customer orders.
Rolled First
3 % 4.0 72.0 1700.0%
Pass Yield
4 Handoffs Each 6.0 2.0 -66.7%
5 Team Members
6 Dianne O'Shea Ryan Austin
7 Sean Michaels Mary Townsend
8 Sam Parks
9 Paul Dampier
10 Michael Prichard
Team Presentation
• Team introductions
• Scope and objectives (review Charter)
• Current state discoveries
• Future state design / key improvements
implemented
• Key open action items (30-day and parking lot lists)
• Sustainability Plan
• Lessons learned
• Q&A
• Team recognition
65
Team Presentation Agenda
Order Fulfillment
Value Stream Champion Sally McKinsey Event Name
Process
Facilitator Dave Parks Event Dates 11/26 - 11/28/2008
Agenda Item Presenter(s)
Opening Comments
1 • Team introductions Sean Michaels
• Agenda
• "Rules" for attendees
Scope and Objectives
• Process being addressed
• First & last steps
2 • Specific conditions Sean Michaels
• Event drivers / current state issues
• Objectives
• Boundaries & limitations
"Before" Condition
3 • VSM and/or MBPM review Sam Parks & Tom Albin
• Relevant metrics
• Photos (if relevant)
Key Improvements Implemented
4 • Key improvements and accomplishments implemented during the event Paul Dampier & Michael Prichard
• Tools used
"After" Condition
5 • New process description Dianne O'Shea & Mary Townsend
• Projected results (direct and collateral)
Key Open Action Items
6 Brian Utke
• 30-Day List
Sustainability Plan
7 • Potential obstacles that could prevent attaining projected performance Ryan Austin
levels
Parking Lot Issues
8 Sean Michaels
• Define what a "parking lot" item is
Lessons Learned
9 • Greatest success; greatest challenge as required
• Team feedback (each individual)
10 Facilitator Feedback Karen Louise
Question and Answer

11 Team
• Leadership feedback to team
12 Team Recognition Leadership
13 Wrap-up Sean Michaels

• Conduct Lean
Overview
Plan Do
Check
Act (4-8 weeks
after)
improve 30-Day List
60-Day Audits
67
Keys to Sustaining Improvements
• Assigned accountability/ process ownership
• Daily monitoring initially (tapering off if appropriate)
• Weekly follow-up meetings
– 30-day list management
– “Tweaking” as necessary
• Visual management
• Periodic formal audits
• Consistent training for new hires
• Continuous improvement

68
Activity –
How will you sustain the improvements you
accomplish with your projects?
Sustainability Plan Monitoring / Measurement
Executive Sponsor Event Name Requirement Plan
Value Stream Champion Event Dates
Facilitator "Go Live" Date Identify process owner. Who has ultimate responsibility for how process is performing?
Team Lead "Go Live" Location
30-Day Audit Date 60-Day Audit Date
Observe process one day after event is over. Talk with Which Kaizen team member(s) will observe the process? How will they
Communication / Training
workers, assure they understand how process should communicate results? Who is responsible for adjusting the process, if
Requirement Plan
be performed; see if there are problems. needed?
Provide training for those who missed initial training. Who will deliver it and when?
Put in place key metrics to measure process
Who is responsible for finalizing process performance metrics and by when?
performance; post performance.
Who leads identification of training that need to be updated (ongoing and for
Integrate new process into ongoing department training.
new employees), when will training be in place? Observe process one week after event is over. Talk Which team member(s) will observe the process? When? How will they
with workers, assure they understand how process communicate results? Who is responsible for adjusting the process, if
Update Value Stream Map. Which value stream map(s) need to updated, who will do it and when?
should be performed; see if there are problems. needed?
Will there be rewards / recognition for sustaining improvements? What will
Define corrective actions required if new process not
corrective actions be if workers are not following new process? Who will
Update training records to reflect who has been trained. Who maintains training records? being followed (rewards and consequences).
enforce these rewards/consequences?
Communicate to affected parties who were not advised

Monitor process performance frequently; post results Who monitors process performance on an ongoing basis? Who
Who communicates? How? To whom? put continuous improvement plans in place. communicates the results? When, to whom, in what format?
during event.
Who will lead audit & when? How will results be communicated? To whom?
Post the Event Report, 30-Day List, Sustainability Plan. Who is accountable? Where posted? Conduct 30-day audit. How will the process be adjusted, if needed? What's the plan for continuous
improvement?
Update SOPs and other ISO or regulatory documents Who will lead audit & when? How will results be communicated? To whom?
Who identifies relevant documentation? Who updates it? By when?
impacted by changes.
Conduct 60-day audit. How will the process be adjusted, if needed? What's the plan for continuous
improvement?
Communicate and post 30-day and 60-day audit
Who communicates? How? To whom? Where posted?
results.
Communicate audit results to stakeholders and

Who communicates? Via what medium?
leadership team.
Communicate process performance measurement How is process performance going to be communicated to workers? Are
plan. additional visuals needed? Who owns this activity?
Value Stream Champion Process Owner

Name Name
Signature Signature
Date Date
Process Ownership – Key Success
Factor for Sustainability
• As close to the work as possible.
– Directors and above are not typically effective
process owners.
• Responsible for ongoing process monitoring &
improvement.
• Authorized to work cross-functionally to improve
process performance and solve process
problems.

• Conduct Lean
Overview
Plan Do
Act
Check
(ongoing)
improve 30-Day List
60-Day Audits
71
30-Day Audit Report
Executive Sponsor Event Name
Value Stream Champion Event Dates
Lead Auditor Audit Date
Criteria Yes No Corrective Action Needed Owner
Are workers following the process as designed in the event (or
1
authorized modifications made since the event)?
Is there evidence that all workers, including those new to the area,
2
have been trained on the new process?
Is process performance being measured and reported as set forth

3
in the Sustainability Plan?
Is the area manager monitoring and supporting compliance to the

4
new process?
Are consequences for not following the new process design in

5
place?
Have any unintended consequences (positive or negative) arisen?

6
Check with downstream customers.
7 Is anyone resisting the new process?
8 Are all aspects of the Sustainability Plan being followed?
Are workers pleased with the improvements? Do they feel their

9
work has been simplified?
10
11
Number of action items due by audit date
30-Day List Status Number of action items completed
% of action items completed
Performance Metrics
Projected Actual Actual Change
Metric / Activity Before Projected
Unit of Measure After After (from Before Comments
Being Measured Measurement Change
Measurement Measurement Measurement)
Lead Time
Process Time
Rolled First Pass Yield %

73
Learning Objectives
• You will learn:
– How Kaizen Events differ from kaizen.
– How to plan an event (including necessary
leadership engagement, scoping, team formation,
and logistics).
– How to execute/facilitate an event.
– How to sustain improvements.
– How Kaizen Events can help shift culture.
For Further Information
Karen Martin, President

7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Newsletter:
www.ksmartin.com/subscribe
Webinars:
www.ksmartin.com/webinars

75

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Kaizen Events

Lean Enterprise Program

Instructor: Karen Martin

© 2011 Karen Martin & Associates

A two- to five-day focused improvement

© 2011 Karen Martin & Associates

Who? Accountability Tool

Senior What has to Value Stream

Frontline How it will

© 2011 Karen Martin & Associates

- General George S. Patton

© 2011 Karen Martin & Associates

• Aggressive, measurable objectives

© 2011 Karen Martin & Associates

• Value-Adding (VA) - any operation or

© 2011 Karen Martin & Associates

Sub-optimized Value stream optimized

© 2011 Karen Martin & Associates 14

Review 4 Enter 7 Approve in 8 Submit PO

Integrate Form Originator

Use budget in place

0.5 days 0.75 days 1 days 10 days LT = 12.3 days

Reduce number of I.T. systems by 50%;

Reduce number of review/approvals by Define standard work for requisition review;

Reduce number of I.T. systems; reduce

Reduce LT through corp purchasing to 1

Date: Date: Date:

• Rapid change is desired.

© 2011 Karen Martin & Associates

• Serves as a planning/shaping tool

© 2011 Karen Martin & Associates

Process Trigger Facilitator Location

First Step Interim

© 2011 Karen Martin & Associates

© 2011 Karen Martin & Associates

© 2011 Karen Martin & Associates

© 2011 Karen Martin & Associates

• Pair up with a partner.

© 2011 Karen Martin & Associates

© 2011 Karen Martin & Associates

© 2011 Karen Martin & Associates

Process Trigger Facilitator Location

Event Boundaries &

• Gather anticipated equipment and supplies

© 2011 Karen Martin & Associates

© 2011 Karen Martin & Associates

© 2011 Karen Martin & Associates

© 2011 Karen Martin & Associates

AFrame Spaghetti Diagrams

Approximate reduction of 2600’ walk

Start Mail Room

© 2011 Karen Martin & Associates

No stnd spread sheet

Time availability Input rec’d late

Why? Email vs. FedEx

Why? Submitted Late

Forecast in other system

Why? Manual vs. PC No milestones Weather delays

System avail. $ vs. units Dispersed sales force

Check Sheets Quantify Occurrences

1. Collect ALL ideas without evaluation.

What are the various ways

© 2010 Karen Martin & Associates

• How does the improvement affect the