Kaizen the art of good change

Presented by Cathi Hight

President of Hight Performance Group

National instructor for the U.S. Chamber’s Institute for Organization Management

Previously was Vice President of Operations for the Chamber of Commerce of Hawaii

Motorola University Certified Instructor for Cycle Time Reduction and Benchmarking

Past- President of the Boulder Area Human Resources Association (BAHRA)

Is a member of the: Austin Human Resource Management

Association (AHRMA)

American Chamber of Commerce Executives (ACCE)

American Society of Association Executives (ASAE)

© 2012 Hight Performance Group, Inc. Kaizen—The Art of Good Change 2

Explore the Kaizen management philosophy and its benefits

Identify how the to use Kaizen to gain efficiencies and deliver more positive experiences to customers


The Usual Definition of Kaizen

Continuous improvement

Japanese Characters Mean

Good Change or Change for the Better


The Three Pillars of

Organizational Success

I

N

N

O

V

A

T

I

O

N

K

A

I

Z

E

N

S

T

A

B

I

L

I

Z

I

N

G


Good Housekeeping

Elimination of Muda

Standardization of Procedures


SEIRI (sort)—Separate out all the things that are unnecessary and eliminate them.

SEITON (straighten)—Arrange the essential things in order so they can be easily accessed.

SEISO (scrub)—Keep machines and working environments clean.

SEIKETSU (systematize)—Make cleaning and checking a routine practice.

SHITSUKE (standardize)—Standardize procedures and processes to implement best practices and prevent recurrence of problems.


Small Group Exercise: Share a recent experience where you

applied 5 S at work

Be prepared to share your group’s

responses


Overproduction—Making more products, producing earlier or faster than is needed.

Inventory Waste—Parts, supplies, semi-finished and finished products that sit and take up space.

Defective Product—Requires inspection, sorting, scrapping, downgrading, replacement or repair.

Waiting Waste—Idle time due to waiting for people, materials, machinery, measurement, information, etc.

People Waste—Not fully using people’s potential in developing problem-solving skills, enhanced job skills, creative thinking or experiential learning.

Motion Waste—Movement of people or equipment that doesn’t add value to products or services.

Processing Waste—Inadequate technology, modifying a step or information, long approach and overrunning equipment.

Transportation Waste—Moving parts of materials around the plant unnecessarily.


Small Group Exercise: Share examples of Muda in your

organization


responses


Creating standards for best practices

Standards = procedures


Small Group Exercise:Work with 4-5 participants and

discuss the question


responses


Where is Gemba for You?

The “real place” where action takes place

Where we interact with customers

Where we provide value to customers


Identify Warusa-Kagen

Which routine operations and procedures do

employees and customers complain about?

Which products or services have our customers

complained about?


1) Go to the Gemba where the process takes place and observe

2) Map out the process (“AS IS”)

3) Walk the process with those who do it

4) Identify waste and categorize them in the 7 types to make sure you understand them

5) Identify the root causes for the wastes

6) Determine how to improve the process (“SHOULD BE”)

7) Implement the new process and test the results

8) Standardize the new method

9) Follow up to see if any changes need to be made


Cycle Time:

How long it takes to complete one process

Clean a hotel guest room

Fill a fast food order

Take an order over the phone


Process Mapping

Chart showing steps of a

process

Symbols tell you:

Inputs

Tasks

Decision Points

Direction of flow


Find ways to make better use of your resources—time, people and money.

Change takes time. Make small, incremental changes over time.

Use Kaizen Blitzes to work with staff to improve processes.

The place to start using Kaizen is by observing what really happens in Gemba.


Small Group Exercise:Work with 4-5 participants and

discuss the question


responses



Kaizen the art of good change

Leadership & Management