KAIZEN Step 4:

“ Identification of countermeasure”

KAIZEN Training of Trainers

2015

KAIZEN Facilitators’ Guide

Page __ to __ .
 Objectives of the session
At the end of the session, trainees are able to:
1.Define necessity of a countermeasure
2.Describe how to identify countermeasures by
using useful QC tool
3.Describe how to check feasibilities of the
countermeasures by using useful QC tool
4.Demonstrate the process of identification of
countermeasure at the working environment

2
 KAIZEN STEP

Process 7 Standardization

STEP
Check effectiveness of countermeasure
6
STEP
5 Implementation of countermeasure

STEP
4 Identification of countermeasure
STEP
3 Root Cause Analysis

STEP
2 Situation Analysis

STEP
1 Selection of KAIZEN theme
3
 KAIZEN Step 3 and Step 4

Find out root Find out Identify realistic

causes of the countermeasures countermeasures in
contributing to solve our working
factor(s) the root causes situation/condition
QC tool: Tree diagram QC tool: Matrix diagram

KAIZEN Step 3 KAIZEN Step 4 4

 Outline of how to make
Tree Diagram
1. Put all the identified root causes in Step 3 on left end
2. Brainstorm countermeasures with team members
against identified each root cause
– 1st line countermeasure
• Clarify ideal situation towards root cause
• Connect the line with each route cause systematically
– 2nd line countermeasure
• Discuss detailed activities to realize the 1st line countermeasure(s)
– If identified countermeasures are not clear, we can break
them to 3rd line countermeasures

5
 Primary countermeasures
Root causes (1st line countermeasures)

Primary
countermeasures for
Root Cause 1 (a)
Root cause 1
Primary
countermeasures for
Route C cause 1 (b)
More than one primary
countermeasure can be
Primary come up with for one
countermeasures for root cause
Root Cause 2 (a)
Root cause 2
Primary
countermeasures for
Route Cause 2 (b)

Primary
Root cause 3 countermeasures for
Root Cause 3 (a)

6
 Primary (1st line) Secondary (2nd line)
Root causes countermeasures countermeasures

Primary
Root cause countermeasures for
Secondary countermeasure (a) for
primary countermeasure （a)
1 Root cause 1 (a)

Secondary countermeasure (b) for

primary countermeasure （a)

Primary
Secondary countermeasure (a) for
countermeasures for
primary countermeasure （b)
Root cause 1 (b)

Primary
Root cause countermeasures for Secondary countermeasure (a) for
2 primary countermeasure （a)
Root cause 2(a)

Secondary countermeasure (b) for

primary countermeasure （a)

Primary
Secondary countermeasure (c) for
countermeasures for primary countermeasure （a)
Root cause 2 (b)

Secondary countermeasure (b) for

primary countermeasure （a)
7
 Primary (1st line) Secondary (2nd line) Tertiary …
Root causes countermeasures countermeasures

Primary
Root cause countermeasures for
Secondary countermeasure (a) for
primary countermeasure （a)
1 Root cause 1 (a)

Secondary countermeasure (b) for

primary countermeasure （a)

Primary
Secondary countermeasure (a) for
countermeasures for primary countermeasure （b)
Root cause 1 (b)

Primary
Root cause countermeasures for Secondary countermeasure (a) for
2 primary countermeasure （a)
Root cause 2(a)

Secondary countermeasure (b) for

primary countermeasure （a)

Primary
Secondary countermeasure (c) for
countermeasures for primary countermeasure （a)
Root cause 2 (b)

Secondary countermeasure (b) for

primary countermeasure （a)
8
 Matrix Diagram
• Matrix diagram is useful “Feasibility check” ……?

to check feasibility of all Can we implement the

the final-line countermeasures with our
available resources?
countermeasures Impact by the
interventions?

9
 Items for feasibility check Scales for
feasibility check
Item What should be checked Scale Meanings
3 High priority, Easy
How is the positive impact of to do
Importance solving the problem? No 2 Moderate
negative impact?
1 Low priority,
How soon the problem need Difficult to do
Urgency to be tackled?
Is it possible to implement
Difficulty the countermeasures
technically easy or not?

Time How long does it take to

consumption solve the problem?

Are resources (human,

Resources materials, financial )
availability available for implementation
of countermeasures?
10
 Example of Matrix Diagram
• Make a circle
on the score of
identified
feasible
countermeasur
es

Scale Meanings
3 High priority, Easy to do
2 Moderate
Countermeasures get “11 points
and/above in total out of 15 (>70%)” are 11
selected for implementation
It is necessary to clarify the scale and cut off point for feasibility check
Cut off=70%
Scale:

Importance

Urgency

difficulty

Time consumption

availability
Resource

Feasibility
3= high priority, easy to implement
2= middle level priority
1= low priority, difficult to implement
Root cause Primary Secondary
Countermeasures Countermeasures

Teaching material development

Staff is not trained Training on handling
injectable
3 3 1 1 1 9
Conduct training
3 2 1 2 1 9
Conduct sort and
No proper storage Use labeling and color coding for
set of store
place setting of injectable store 3 2 3 2 2 12
Develop M&E tool
No clear
3 2 2 2 1 10
regulation of Develop Develop regulation of injectable
storage of regulation
injectable
store 3 3 2 1 2 11
Sensitize the regulation
3 3 1 2 2 11
No instructing Instruction from Coordinate with pharmacy and
from pharmacy pharmacy develop check sheet 3 3 3 2 2 13
Training and dissemination 3 3 2 2 2 12
No clear hand
over of medicine Change system of
Develop handing over note and
handing over
checklist
3 3 3 2 2 13

Un clear order Redesign of order Improve order sheet with other

sheet design sheet department 3 2 2 1 1 129
 Tips for identification of
countermeasures
• Reflect all identified root causes in Step 3 to
Tree Diagram
• Check whether detailed countermeasures are
identified or not; breakdown of
countermeasures by the level of
countermeasures

13
 Cont.

• Consider effective usage of available

resources; Avoid identifying countermeasures
with “increase / put something resources”
• Discuss countermeasures that can be
implemented by your section itself
• Check conflict of activities among identified
countermeasures

14
Thank you very much for listening