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Kaizen Training
1
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Objectives
• Understand Kaizen
• Learn the relationship between
Standardized Work and Kaizen
• Learn the Kaizen Event process
• Identify applications for Kaizen
Green Belt Training Improve/ControlKaizen
2Process Improvement Through People Development™Copyright Children's Hospital Medical Center of Akron
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Section 1
What is Kaizen?
Green Belt Training Improve/ControlKaizen
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Green Belt Training Improve/ControlKaizen
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Section 1: What is Kaizen?
Green Belt Training Improve/ControlKaizen
5
Continuous Daily Improvement throughDaily Management System
80%
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- A3 Projects- 100 day (Green Belt Projects)- Kaizen Event (Rapid Process- Improvement Week)- 3 P (Production Preparation Process - Value Stream Mapping Workshop
Green Belt Training Improve/ControlKaizen
Section 1: What is Kaizen?
20%
Breakthrough Initiatives determined throughStrategy Deployment
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The Notion Of Continuous Improvement
MaintainMaintain
ImproveImprove
ImproveImprove
ImproveImprove
ImproveImproveMaintainMaintain
MaintainMaintain
TrueNorth Kaizen:
• eliminates waste
• identifies the next constraint
• returns standard condition
• drives improvement
• can improve flow
• enables J-I-T
• increases performance
• involves all employees
Green Belt Training Improve/ControlKaizen
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Another Look
WasteWaste
Customer-ValuedWork
Customer-ValuedWork
IncidentalWork
IncidentalWork
KaizenConstant improvement in the direction of ‘True North':
• Safest way• Shortest lead-time
• Highest quality• Lowest cost
Green Belt Training Improve/ControlKaizen
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Advantage: Standard-Based Improvement
I
I
I
I
II
S
S
S
SS
S
AA AA A
A
Time
Per
form
ance
Kaizen based on Standardized Work.Kaizen without Standardized Work.
With standardized work in place Kaizen ensures incremental improvements are
sustained.
Green Belt Training Improve/ControlKaizen
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Section 1 Summary
• The word Kaizen means ___________ ___________.
• __% of improvement work should be through continuous _______
improvement.
• Continuous daily improvement is facilitated by the daily ______ system.
• __% of improvement work should be through ________ initiatives.
• Breakthrough initiatives are planned through the ________ deployment
process
• Kaizen actions should point us towards T_____ N______.
Green Belt Training Improve/ControlKaizen
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Section 2
Kaizen Events'How To'
Green Belt Training Improve/ControlKaizen
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Section 2: Kaizen Events ‘How To’
1. Identify the opportunity2. Form a Team3. Determine the improvement objectives4. Determine the schedule
5. Understand the current state6. Envision the future state7. Develop improvement ideas to close the gap8. Implement and Standardize
9. Complete pending task list items10. Sustain the gains11. Continuous process improvement
Green Belt Training Improve/ControlKaizen
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Pre-Kaizen
Kaizen Event
Post Kaizen
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Kaizen Events using the DMAIC ModelDefineMeasure
Confirm DefineConfirm and/or add to MeasureAnalyzeImprove
ImproveControl
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Before
During
After
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Green Belt Training Improve/ControlKaizen
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• Understand the Customer• Define the Business Case• Define the Process• Articulate the Project Plan
Before
Kaizen
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Green Belt Training Improve/ControlKaizen
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MEASURE
What are we going to measure?Can it be easily attained?Can it be objectively measured?What is our baseline of performance?What will be our success target?
Before
Kaizen
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
In the A3 Document, describe…
What’s the background? Establish the business case.
What is the Current Condition?
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
Problem Statement, Goal, Metrics, Parameters
World class benchmarks: 50% reduction in defects; Value-added time >30% of Lead Time; 50% reduction in lead-time.
•Consider ‘breakthrough’ goals, not just incremental improvements.•Stretch objectives lead us to develop options we might not otherwise.•Use the SMART approach to setting goals.
In the A3 Document, describe…
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
The Team:• 6-10 ideal • Process Owner• 2-3 from area• Upstream and Downstream customers• “Fresh Eyes”• Ad Hoc Team members• Support Personnel
• IS• Engineering
In the A3 Document, describe…
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
The A3 Document
The High Level Schedule
•Make sure key individuals can be present•Choose the best days and times for your team (do you need to do afternoons, evenings, weekends?)•Make sure you stay away from key hospital events•Stay away from month-end close (if applicable), holidays, peak season
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
The Kaizen Playbook
Initial Planning
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
The Kaizen Playbook
Initial Planning
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
The Kaizen Playbook
Initial Planning As a facilitator:• go to the gemba• develop a SIPOC if possible, at least a process map• determine if data is available for use in a VSM, and obtain this data
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
The Kaizen Playbook
Initial Planning
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
General Kaizen Overview
Cause & EffectCause & Effect
UDOs/Issues
Ease
Impact
.5
1.51.0
2.02.5
.5
3.03.54.04.55.0
1.01.5 2.02.53.03.54.04.5 5.0
12
3
4
5
89
10
76
Brainstorm
Team Training
Go to the Gemba
Goal
Final Presentation
Action Items
What Who When Status
Implementation
27
Understand theCurrent State
Envision/Design theFuture State
SWI/Training/Communication
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
Prepare Materials
• 5 S Supplies• Special Orders• Camera• Stop watches, pedometer, tape
measures, label makers, walkie talkies• Training materials: flip charts, markers,
slide deck• Cleaning Supplies• Standard Work Instruction template
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
SlideDeck
Useful for Organizing• Sequence• Breaks
Sets the stage• Introductions• Agenda• Expectations• Purpose
Add in Fun• Videos• Games
Training• Personality Matrix• Principles of Lean• DOWN TIME• What is Kaizen?
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OR VALUE STREAM MAPPING EVENT
DAY 1
Akron Children’s HospitalCenter for Operations Excellence
Sample Portion
of a Kaizen
Slide Deck
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Name Tags
31
Akron Children’s HospitalCenter for Operations Excellence
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Introductions
32
•Name
•Where you work
• Answer the question
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DAYS AGENDA
33
• Introductions• Agenda• Burning Platform• Team Building• Team Rules• Kick off • Basic Lean Training• Value Stream Map Training• Go to Gemba
• Lunch• Current State VSM• Prepare for Report Out• Report Out• Reflection
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...Start first with purpose
Insert graphs and data (both qualitative
and quantitative) that have been
discovered through the pre-kaizen phase.
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Voice of the Customer
Also, include Voice of the Customer in
these first few slides.
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Benefit to our families
What’s the benefit to our customer or
families?
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Benefit to ACH
What’s the benefit to our staff and
organization?
Financially and non-financial benefits
should be listed.
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Additional Considerations/Comments
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Define and Measure A3
Go through your A3 document here…
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Problem Statement and Goals
40
Drill in on your Problem and SMART Goal
Statement here…
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Team
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Make sure everyone on the team knows
who all the other players are in the room.
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• Technical Expert
• Outside Eyes
...Dual Role
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LEAN WORKGROUPS
• Responsibility to the Patient
• Responsibility to the Organization
• Responsibility to those who do the work
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Work Hard
Have Fun
Learn Something
Make Good Change Happen
Keep breaks and lunches to schedule
Expectations
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Team Rules• Be open to change.• Maintain a positive attitude.• Encourage everyone to participate.• Don’t dominate the conversation.• Never leave disagreements unspoken.• We’re not interested in assigning blame – only in
creating solutions!• Practice mutual respect.• Treat others as you want to treated.• One person, one vote – position doesn’t matter.• The only stupid questions are the ones not asked.• Have fun!• Understand the process, and…JUST DO IT!• Additions???
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Kaizen
47
Kaizen – “Good Change”
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End of Sample Portio
n
of a Kaizen
Slide Deck
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The Kaizen Event
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
Challenge the team and ask: What would make usworld class? What are our competitors doing?
• Introductions• Agenda• Burning Platform• Agree on Metrics and Goal• Team Building• Team Rules• Kick off • Basic Lean Training• Go to Gemba
Morning Day 1
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
• Sharing Gemba Observations
• Identifying Undesirable Observations (UDOs)
• Ease Impact / Fishbone Diagrams / 5 Why Analysis
• Leadership Report-Out
AfternoonDay 1
Use the Tools!!!
• Understand the sources of
variation and waste
• Get to the root cause
Kaizen is about employee involvement.Everyone participates!
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
Without the current state measurement,We don’t know where to begin improving.
• Value Stream Map Training• Team creates Current State VSM• Team envisions Future State VSM• Begin to develop improvement ideas• Leadership report out
Day 2
What is the current Lead Time?What does the lead-time consist of?What are the major contributing factors?What is the gap between plan and actual?
Use the tools!!!
Spaghetti
diagram, Takt
Time, Load Chart
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Generating IdeasFollow these easy steps:
1. Determine the improvement need / opportunity that exists:
Quality, Safety, Cost Reduction, Inventory, Cycle Time, etc.
2. Consider what can be changed to improve the situation:
Better steps or methods
Different parts or materials
Learn new tool / utilize existing software functions
Investigate low cost or no cost improvements
3. Evaluate sources for specific ideas:
People in the process
Equipment manufacturer or other users
Other sites with similar processes
Reference materials
Find waysto encourageinvolvementby everyone.
Green Belt Training Improve/ControlKaizen
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
• Experiment with Improvement Ideas• Create a task list• Implement the “Just-Do-Its”
Day 3
Try ideas in the actual processEvaluate and reflect on resultsCompare to the current state measurementConsider mistake proofingCreativity before capital
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
Task List
What is the
task?
Who is
responsible?
How?
When?
Status
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
• Continue to implement new methods• Standardize the work• Determine training needs• Train to the standardized work• Develop communication plan• Leadership report out
Day 4
For the improvements to be sustained, new proceduresmust be documented, trained and standardized.
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
• Finalize improvements• Finalize Standard Work Instructions• Update task list• Prepare for final report out• Celebration lunch• Final Leadership report out
Day 5
For the improvements to be sustained, new proceduresmust be documented, trained and standardized.
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
• Leadership should attend and support the presentation.
• Involve all people from the team if possible.
• PowerPoint not required: use flipcharts from actual
activity.
• Keep it simple and have fun. Celebrate the results.
• Consider where similar processes reside; share the
learning.
• Conduct the presentation at the worksite if possible.
Final Report Out
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
Final Report Out Presen-tation
1. Kaizen Team Name and map or photo of the area.2. Introduce team members by name.3. Team mission - why improvement was needed.4. Team targets and objectives.5. Activities and actions taken during Kaizen:
• Show by sketch, photo, drawing, etc• Show before and after comparisons. Root cause
analysis. • Review follow-up actions• A3 – Problem Solving format may be used for
presentation6. Results - the most vital message!7. Closing comments from Kaizen team and facility leadership.
A crisp presentation: who, why, what, how & results.
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Green Belt Training Improve/ControlKaizen
Section 2: Kaizen Events ‘How To’
The Kaizen Playbook
After theKaizen
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Not Just an “Event”
• In the past, we have thought of Kaizen mostly as an 'event'.
• That term implies a distinct beginning and end.
• This may be true for some Kaizen activities.
• The concept of Kaizen does not have a beginning or an end.
• Kaizen is the 'better every day’ way of thinking.
• Small, incremental improvements done immediately are also Kaizen.
• As ‘better every day’ becomes the way we work, the do-it-now Kaizen will likely far outnumber the more-formalized Kaizen activities.
• Lean Champions will be needed after a Kaizen event to sustain the gain.
Green Belt Training Improve/ControlKaizen
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Section 2 Summary
• To have a successful Kaizen you need to ________.
• During the Kaizen, encourage _______ to participate.
• Incremental improvements are ___ enough.
• Use the ______.
• To prepare, a facilitator must go to the ________.
• Find ways to make it ______!
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CCL ProcessingKaizen Event
October 26 – 30, 2009
Akron Children’s HospitalCenter for Operations Excellence
Kaizen Examples
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Akron Children’s HospitalCenter for Operations Excellence
Before – Phlebotomy area and “ACHP Dump” site
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Akron Children’s HospitalCenter for Operations Excellence
Before – Intake Window, Tube Station and Accession Table
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Akron Children’s HospitalCenter for Operations Excellence
Before – Centrifuge and Aliquot Area
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Baseline Data
Include data both quantitative and qualitative
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• Defects / Corrections• Overproduction• Waiting• Not utilizing employee skills (Underutilization)
• Transportation / Movement• Inventory• Motion• Excessive Processing
8 Types of Waste in Healthcare
Process improvement through people development™Copyright Children's Hospital Medical Center of Akron
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Akron Children’s HospitalCenter for Operations Excellence
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Day 1 (Monday) - Training, Undesirable Observations and Ease/Impact Analysis
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Akron Children’s HospitalCenter for Operations Excellence
Day 2 - Value Stream Mapping
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Akron Children’s HospitalCenter for Operations Excellence
Day 2 – Lean Design - Version 5
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Time Available
Takt Time
Demand
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Day 4 – Approval for LTD Rollout
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Wall mounted CPU and Monitor
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Andon Lights
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www.akronchildrens.org/givingCustom built “prototype” table delivered Friday morning
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Akron Children’s HospitalCenter for Operations Excellence
Back in Business – Friday Afternoon
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Akron Children’s HospitalCenter for Operations Excellence
Before and After
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Center for Operations Excellence
End of the CCL Slide deck