KAIZEN: Change for better...5 Kaizen Components Quick and Crude Is Better Than Slow and Elegant Don’t Let Perfection Get In The Way Of Better 1. Have a good understanding of the

World Vision UK Continuous Improvement Programme

KAIZEN: Change for betterWorld Vision’s Continuous Improvement Journey

Too busy to improve?

How are we spending our time?

W. E. Deming… “40% of what we do is waste” & Toyota… 'More than 90% is

waste’William E Deming“40% of what we do is waste”

Toyota“More than 90% is waste”

Don’t let perfection get in the way of better!

What is Continuous Improvement?

Continuous improvement is an ongoing, long-term approach to improving processes, products and services.

Continuous improvement involves making small, consistent improvements that over time, can produce massive changes.

“Stewardship that results in a bias for action, a focus on impact, Continuous Improvement and

Innovation toward future challenges, clear value for money and ever higher standards of

efficiency”

“We continually ask ourselves how we could make each task

simpler, faster, better and cheaper”

WHY CONTINUOUS IMPROVEMENT?

44% of people surveyed* scored unfavourably for the statement 

“The processes that I use to do my work are as simple as possible” 

Only 21% recorded a favourable result. This level of dissatisfaction has remained around the same level for the past few years (2017-19**)

The case for change

*FY19 Pulse Check Results** Pulse Check & Our Voice Results

“I have to manually check the system

multiple times

“I don’t have an ounce of love for any of the systems

that we use!”

“We do one bit and then have to wait for

another team to come back to us”

“There is a lot of waste and duplication”

Comments recorded and heard

FY19 Pulse Check ResultsPulse Check & Our Voice Results

A data driven

improvement

framework used for

improving, optimising

and stabilising business

process and design.

D.M.A.I.CDefine

Measure

AnalyseImprove

Control

Kaizen Guide K10-4

Activity. Making a cup of tea

5 Kaizen Components

Quick and Crude Is Better Than Slow and ElegantDon’t Let Perfection Get In The Way Of Better

1. Have a good understanding of the existing process

2. Discover and eliminate waste

3. Discover problems and fix root cause

4. Changes based on evidence, team analysis

5. A bias for action – hands on

Understanding Waste

Types of waste

S.C

.A.M

.P.E

.R.

Tec

hniq

uesSubstitute: To replace one thing with another: to change the parts.• What can you use instead?

Combine: To add/put more things together.• How can you combine different things or parts to make something more useful?

Adapt: To meet other needs.• What will happen if the items are used in a different situation?

Modify/Magnify/Minimise: To change the look/quality. To make a thing bigger, heavier, faster or more frequent. To make it smaller, lighter, slower, or less frequent. •Can you change the item to another shape?•Can you make the item bigger or stronger?•Can you make the item smaller or less frequent?

Put to other uses: To use things in other ways.• How can you use this in a different way?

Eliminate: To take away a characteristic, part or whole. • How Can I simplify this?

Reverse/Rearrange: To turn a thing around: To change to the opposite. To change the order.• How can I achieve the opposite effect?

Activity instructionsThe task: The customer has asked Bob for a strong Yorkshire tea, with a dash of milk.

Define: Create a team name for your table & your goal is to meet the customer needs

Measure: What measure can you use to baseline? How will you know you’ve succeeded?

Analysis: We prepared a current state map. It took 72 steps for Bob to complete the task.

Improve: How could the process be improved, using SCAMPER?

Control: How can you ensure the result is consistent every time a customer asks for a cup of tea? Document the future state (scribble on the prepared one or use flip chart to

map it).

Rule - You cannot say no to the customer that has asked for the cup of tea 😊

You have 10 minutes

Future state map we prepared earlier – 43 Steps

Using Kaizen for onboarding

7 team members

Includes1 project lead1 facilitator

A team with a purpose

Defining our improvement

Our top three

New StarterHiring ManagerWorld Vision

New Starters & Hiring managers want:

To receive clear & relevant informationSimple & accessible tools/job aids

Timeliness

World Vision needs:For legal & compliance needs to be metFor it to facilitate and promote WVUK

culture

Our

Customers

What does success look like?

What do we hope to

measure?

Success measures Measurement Tracking

New starter & Manager feedback improves

Survey – track against survey of new starters before we made changes.

Bi-annual

Reduce number of steps in the process & time to do this - Integrate as much as possible

Process mapping to check reduced steps and time taken

Compare new ‘current’ state with the old

New Starters complete compliance aspects within seven working days

Learning site report & notification

Bi-annual

People stay - Turnover reduces –stretch goal

ORCOM people data & Our Voice question

Tri-annual & annual

Measuring our improvement

Current state

mapping

Analysing our improvement

7 stakeholders doing similar things

89 steps in total

147 days (4.8 months) to do these steps

Lots of value adding activities but the way they were being done were labour intensive & unconnected.

Thinking of our customer needs & not being held back, how

could the experience be first class?

Key ideas – centralisation, paperless through using

technology we have, 100% compliancy, new clearer guides, that it works for

London & MK locations and many more

Improving our process

What could be???

Who, what, when & next steps!• We created a project page on our Intranet & used Microsoft

planner to create, communicate & update progress on tasks

• We tested things, had focus groups & regularly asked for

feedback

• Made business proposals

• Got a small budget amount approved to implement key

items

• We met every week to dish out tasks and chat through

challenges

• We had milestones & have now closed the kaizen but the

measurements will show how effective it’s been so far and

go back in to the process of continuous improvement

Action Planning

Controlling our improvement

Key changes to onboarding

1. Induction starts on the day you join - it can be any day

2. Reduced from 89 to 34 steps

3. 95% of our compliance training is online on the learning site

4. Key stakeholders that support new starters are informed earlier

5. Celebrate arrival instead of departure

6. All guides updated & published on intranet

7. Managers are supported & tell us so

8. Afternoon tea each month

9. Hiring Manager & New Starter feedback

survey

….& we had to park lots of ideas at the time that

we’ll revisit and continue to tweak soon!

Keeping momentum

Yellow Belt in development

KAIZEN: CHANGE FOR BETTER

“EXCELLENCE IS NOT A DESTINATION; IT IS A COUNTINUOUS JOURNEY THAT NEVER ENDS”Brian Tracy