Kaizen

Lean Development Program Apparel Division

Week One Week Two Week Three

Training Program Training Program Training Program

AM Plan & Implement Lean Team Report Outs Team Report Outs
M How to KAIZEN 6S / Visual Workplace
PM (review and implement)

AM Lean Measurables Team Report Outs

In-factory Implementation
In-factory Implementation
T PM
The 6S & Product Families Quickchangeover
The Visual Workplace CEDAC
Cell Design
AM
W PM Mistake Proofing
Value Stream Mapping
Pull Production
VA/ NVA review
AM Associated topics: TPM ( FEI)
TH PM VA/NVA Report Outs
SOP / Multi-skills Associated Topics:
Review VA/NVA S.O.E
Line Balancing eRoom Website
AM Report outs Graduation
Team report outs
F PM Homework

 2000 PRODUCTIVITY
 Workshop Agenda

Section one: Introduction to kaizen

Section two: Preparing for a kaizen
event (and after the kaizen event)
 What You Will Learn

How kaizen improves the workplace

How to prepare (step-by-step) for a
kaizen event
How to boost the results of your event
Section One: Introduction to Kaizen

Definitions
How do you improve processes?
Benefits of kaizen events
Results of kaizen events
Savings from kaizen events
Things to remember when planning a
kaizen event
 Definitions

 Kaizen means improvement

 A kaizen event happens when a
group of associates join together to
improve some aspect of their
business processes
How Do You Improve Processes?

Business processes are improved by

eliminating waste!
 Benefits of Kaizen Events

Eliminate waste and conflict

Get a focus on process instead of
politics
Ensure cross-departmental
cooperation
Improve cross-functional
communications
Improve standardization
 Results of Kaizen Events

Improve return on investment

Eliminate bottlenecks
Eliminate excessive overtime
Improve morale, respect, and
communication
Improve quality
Savings from Kaizen Events

Kaizen saves money by reducing:

 Work-in-process (WIP)
 Non-value-adding labor
 Overtime
 Duplicated activities
Things to Remember When Planning a
Kaizen Event

Production can be negatively affected

in the short-term
Complete shutdowns may be
necessary
Be sure to have adequate production
materials for critical areas
Update paperwork as you go
Allow sufficient time for retraining
Things to Remember When Planning a
Kaizen Event cont.

You must plan carefully since kaizen

events involve support staff:
 Maintenance
 Merchandising
 Those not familiar with the process
 Material handlers
 Operators from the area
 Section Two:
Preparing for a Kaizen Event

It’s a three-phase process:

 Phase 1: Identify the project
 Phase 2: Understand the problem and
possible solutions
 Phase 3: Test and implement
improvements
 Phase 1: Identify the Project

Step 1. Choose a problem for improvement

Step 2. Select and prepare an area where the
kaizen event is to occur
Step 3. Select the leader and the team
Step 4. Describe and baseline the current
situation needing improvement
Step 5. Set a target
Step 6. Decide how to measure your progress
Phase 1: Identify the Project

Step 1. Choose a problem for

improvement:
 For example, the line balance
of a stitching line
 Phase 1: Identify the Project

Step 2. Select and prepare an area

where the kaizen event is to
occur:
 Communicate with associates in
the kaizen area about the
project

Be sure to set and maintain boundaries of the

physical area throughout the kaizen event
Phase 1: Identify the Project

Step 3. Select the leader and the

team:
 Train the leader, the team, and
the event coordinator in the lean
tools needed to resolve the
problem
Phase 1: Identify the Project

Step 4. Describe and baseline the

current situation needing
improvement:
 Example:
“We are stitching 4,500 pieces of
three-stripe tees a week and the
RFT (right the first time) is 83%.”
Phase 1: Identify the Project

Step 5. Set a target

 Example: “We are stitching 4,500 pieces
of three-stripe tees a week and we want
to improve the RFT by 50%.”
 Targets should be aggressive:
 50% improvement in productivity

 50% improvement in quality

Phase 1: Identify the Project

Step 6. Decide how to measure your

progress:
 Example:
“We will use the lean
measurable of RFT as
reported by the line on the
daily report.”
 Phase 2: Understand
the Problem and Develop Ideas

Step 1. Gather and document facts and

information about the current
state of the activity
Step 2. Develop improvement ideas
Phase 2: Understand the Problem and
Possible Solutions

Step 1. Gather and document facts and

information about the current
state of the activity:
 A value stream map
 Area maps
 Standardized work sheets
 Quality data (RFT)
 End-of-line rate (EOL)
 CEDAC
Phase 2: Understand the Problem and
Possible Solutions

Step 2. Develop improvement ideas:

 Brainstorm to create new ideas
 Think out of the box
 Search for the root causes of a
problem
 Ask the 5 whys
 Phase 3: Test and Implement
Improvements

Step 1. Prioritize and test improvement

ideas
Step 2. Incorporate into new standard
procedures
Step 3. Evaluate the event and build
adherence

Implement! Implement! Implement!

 After the Kaizen Event

 Document results on the appropriate

forms
 Standard Work Sheet
 Time Observation Sheet
 Standard Work Combination Sheet
 Detail all improvements
 Ask key members of management to
attend report out
 Publish results to all associates
Mobile Kaizen Supply Station
 “Ready”
 Strategy & Approach
 Value Stream Map, Visit Candidates Areas
 Establish the event week
 Major Issues…. Resources, Conflicts, Disruptions
 Preliminary Agenda
 Spirit & Culture, Attitude of Supervision and Workers
 Management Sponsorship/Participation
 Management expectations (targets) vs. likely outcomes
 Anticipate obstacles and develop counter-measures
 Displaced employees & Changing job descriptions

Communicate
 “Aim”

 Define boundaries with a detailed agenda

 Conduct participant, process owner and supervisors meetings
 Perform preliminary data collection; area maps, CS metrics
 Select training materials, finalize agenda & days
 ID Team Membership: Multi-shifts, Internal or External:
Suppliers/Customers (SME’s and FSE’s)
 Anticipate “Sub-teams”, ID Sub-team leaders
 ID support requirements (Ex. maintenance, facilities)
 Stock the “Kaizen Supply Station”

Communicate
 “Fire”

 Management “Kick-Off” aligned with improvement expectations, bias for

action
 Agenda review: Training, Simulation, Current State, Visioning, ID Action
Items, “Go-Do”, Team Reports
 Facilitate: Keep them moving forward, don’t give them any answers,
instead ask the right questions
 Sub-team leader meetings (w/mgt.)
 Be flexible… as you learn, the target may move
 Keep the “Action Item Board” current
 Use the “Parking Lot”
 Celebrate! Cake, Soda, etc.

Communicate
 “Confirm”

 Follow-up and verify that you are holding the

gains… no regressing
 If people are uncertain about a change, they
will go back to the way they are accustomed…
you need to be there to answer post event
questions because…
 Contingencies exist that the Kaizen team did
not anticipate
Communicate
 The Kaizen Curve
Yes, we can
make a
difference!!
Is this really
E
going to
M work?
O
T
I
O
N
S
Why am I
doing
this?

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