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The Kaizen of TWI

Its Kata

For

Continuing Sustainability

Introduction

Kaizen of TWI

• Kaizen Duality ‐ Balance

Kata for Sustainability

• Maintenance– Standardization

– Problem Solving

• Improvement

• Contrasts & Comparisons

• TWI – Maintain or Improve?

• What is a Kata?

• Adaptability

• Experimental results

• Practicing Improvement

• Practicing Standardizationp– JI 

– JR

– JM

– JS

act c g Sta da d at o

• Practicing Problem Solving

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Using Kaizen to Reduce Waste and Prevent Pollution Conrad Soltero1, Gregory Waldrip2

Article first published online: 5 APR 2002 DOI: 10.1002/tqem.10026

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Type of Kaizen & Job Function

Top Management

Middle Management

Supervisors

IMPROVEMENT

MAINTENANCEp

Workers

‐Gemba KaizenMassaki Imai

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Improvement Kaizen

Problem Solving Standardization

Maintenance Kaizen“Maintaining the Status Quo”

Bring it back to standard Establishing the “Status Quo”

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1. Pick Up the Problem: Problem Consciousness PLAN

• Identify the problem that is a priority 1. Define the problem relative to the ideal.

2. Grasp the situation (Go and See) 2. Break down the problem into manageable

• Clarify the problem.      pieces.

○ What should be happening? 3. Identify the root cause.

○ What is actually happening? 4. Develop alternate solutions.

○ Break the problem into individual 5. Evaluate and select the best solution based on

problems if necessary what is known

Problem Solving Kata & TBP 8 Steps

Steps for Practical Problem Solving TBP 8 Steps

    problems if necessary    what is known.

• If necessary use temporary measure to contain DO

   the abnormal occurrence until the root cause 6. Implement the solution (on a trial basis if

   can be addressed.     possible).

• Locate the point of cause of the problem. Do CHECK

   not go into cause investigation until you find 7. Check the impact of the solution.

   the point of cause. ACT

• Grasp the tendency of the abnormal occurrence 8. Adjust, standardize, and spread based on what

    at the point of cause.     has been learned.

3. Investigate Causes

• Identify and confirm the direct cause of the

   abnormal occurrence.

• Conduct a 5‐Why investigation to build a chain

f / ff l i hi   of cause/effect relationships to root cause.

• Stop at the cause that must be addressed to

    prevent recurrence.

4. Develop and Test Countermeasures

• Take one specific action to address the root

    cause.

• Try to change only one factor at a time, so that

   you can see correlation.

5. Follow Up

• Monitor and confirm results.

• Standardize successful countermeasure.

• Reflect. What did we learn during the problem ‐

   solving process?

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PS Kata – Step 1

• Prioritize

• Go to Gemba

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PS Kata – Step 2

• Define gap

• Disaggregate the problem

• Containment

• Root cause

• Frequency of root cause

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PS Kata – Step 3

• Confirm root cause

• 5 Why

• Break the chain

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5 Why Analysis

• Proposed root cause determined BEFORE use f 5 h l iof 5 why analysis.

• Bounded by:

– What is happening

– Perceived root cause.

• Sometimes root cause elimination impossible• Sometimes root cause elimination impossible.

• Work on cause closest to root cause.

• “Break the chain.”

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PS Kata – Step 4

• Experiment

• One action at a time!

PS Kata – Step 5

• Study experimental results

• Standardize solution

• Reflect

– What did you expect to happen?

– What did happen?

Wh t did l ?– What did you learn?

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Follow UpFollow Up

1. Verify Results2. Validate Results3. Standardize Results

REFLECTWhat did I learn?

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DAILY IMPROVEMENT

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Improvement Kata

• Steps 1 & 2:D t i f– Determine performance gap

• Step 3:– Pick any obstacle to work on (doesn’t matter which)

• Step 4:– Experiment

• Step 5:– What did you learn?

Improvement Kata

• Assumes no problem(s)

• Aligns by the value stream “vision”

• Identifies quickly obtainable target condition

• Learning/understanding is progress

• Obstacles, not problems

• Many obstacles on the way to the vision

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Improvement Kata Map

CurrentCondition

Challenge

TargetConditio

n

Visionfor

Customer

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PDCA

PDCA PDCA

PDCA

PDCA

PDCAPDCA

PDCA

PDCA

PDCAPDCA

PDCA

PDCA

Improvement

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PDCA

PDCA

Problem Solving

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Inculcating Adaptive Behavior Patterns in Complex OrganizationalPatterns in Complex Organizational 

Systems

Conrad Soltero

Research Institute for Manufacturing and Engineering SystemsResearch Institute for Manufacturing and Engineering Systems

University of Texas at El Paso

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Abstract

• From a systems engineering perspective, departmental alignment within the organization has always been a vexing challenge.  At a more granular fractal the individual behaviors of managers andmore granular fractal, the individual behaviors of managers and value‐adders alike drive the organization’s ability to adapt to changing conditions. A comprehensive systems engineering approach to improvement is applied to organizational processes using engineering solutions while simultaneously instilling adaptive behavior patterns within its workforce.

• This applied systems research has been conducted in the most complex of healthcare environments. The healthcare system studied is publicly funded and charged with providing healthcarestudied is publicly funded and charged with providing healthcare services to a large population of unfunded and uninsured patients. Additionally, the research will demonstrate how adaptive behavior patterns are developed for the implementation of engineering solutions.

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Research Objective

• Understand which technique produces higher l l f d t bilit th PS I tlevels of adaptability, the PS or Improvement Kata.

• Reproduce Rother’s results.

• Assume: adaptability is based on the rate of PDCA cyclingPDCA cycling.

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Cultural Modifiers

• Habitual – daily

R i d f ll

• Interesting

F i t ti• Required of all

• Collaboration

• Ease of practice

• Achievement

• Gratification

• Fun ‐ experimentation

• Recognition

• Relevance

• Different kind of work

• Broaden system 

• Succinct

yknowledge

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Adaptability

Kaizen Event Toyota Kata

• Improvement is the point

• Step function improvement

• Team based

• Selected individuals

• Up to 40 hours (1 week)

• Punctuated

• Learning is the point

• Incremental improvement

• Individual based

• All management

• 15 minutes daily

• Continual• Punctuated

• Project management

• Planning necessary

• Continual

• Highly scripted

• Easily performed

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Toyota Kata

The Toyota Kata as described by Rother is actually 3 distinct Katas:The Toyota Kata as described by Rother is actually 3 distinct Katas:

•The Improvement Kata

•The Problem Solving Kata

•The Coaching Katag

Kata Use ofStand Alone Features

• Genchi Gembutsu, Gemba Kaizen, GembaW lkWalks

• Kaizen Teian

• 5 Why analysis (PS Kata)

• Daily Improvement (Improvement Kata)

• Incremental improvement (Improvement Kata)

• Achieving conditions versusmetrics

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Kata Use of Stand Alone Features

• Conveys proper use of A3

G l t l t f t• Go slow to learn to go fast

• Advances explicit knowledge

• Enhances tacit knowledge

• Small experiments – sometimes big jumps

• Value stream analysisValue stream analysis

• Reflection

• Creation of teachers

Results

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Possible Reasons for SlowerPS Kata Cycling

• Extensive analysis of cause

• Investigation of cause

• Containment measures

• Iterative disaggregation of the problem

• Authorization of proposed countermeasure

• Learning by investigation and experiment

Conclusions

• The Improvement Kata is better suited for titi d t bilitpractitioner adaptability.

– More PDCA cycles

– Rapid learning

• Value stream analysis not necessary for PSValue stream analysis not necessary for PS Kata practice.

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Research Conclusions

• Problem Solving Kata (maintenance k i ) d b kill dkaizen)used by skilled managers knowledgeable of the Improvement Kata. Adaptability should have already been achieved.

• Improvement Kata (improvement kaizen) used by all managers. Helps achieve adaptability.

Practice

• Improvement – Scheduled

• Instruction – Scheduled

• Problem Solving – Upon incidence and case studies.