Kaizen Facilitator Training

Learning to plan and facilitate rapid process improvement events

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Class objective Provide participants the necessary skills and tools for planning, and facilitating a successful Kaizen event.

Agenda
1. 2. 3. Welcome and introductions Kaizen How to choose a Kaizen event and define its scope Roles, and selection of team members Facilitating teams Kaizen process overview Kaizen event in detail

4. 5. 6. 7.
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Welcome and introductions

Please share your: Name Agency and role Why are you interested in facilitating Kaizen events?

Kaizen: An important element of a Lean transformation

To take it apart and put it back together in a better way.

Engage the creativity of employees to make the process better

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Kaizen is an important element of a Lean transformation

But a Lean transformation is more than just a kaizen

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Kaizen history
Follows Demings cycle: Plan, Do, Check, Act (PDCA)
Standardize the new operation Define the operation to be improved

Innovate to meet the requirem ents

Kaizen

Standardize the operation

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Gauge measure ments against the requirem ents

Measure the standardi zed operation

Deep Dive video

Focused chaos
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Preparing for a kaizen event

1. Select process (define the business issue) 2. Scope the process to be improved 3. Establish goals 4. Assemble the team
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A3 problem solving tool

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1. Selecting the process

Nearly every business process can be improved using the Kaizen process. However , when choosing a place to start consider the following:
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Alignment Impact Need Willingness

1. Selecting the process

Define the business issue
Strategic alignment It is important to the overall success of the division, or work unit that this process functions well (reliably, predictably, efficiently) It is a core business process for the unit Impact Its a process that affects a large number of stakeholders/customers Its a process that consumes a lot of internal resources Its a highly visible process to stakeholders and/or customers
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1. Selecting the process

Define the business issue
Need
Its a process that clearly is not working as well as it should (lots of complaints, rework, defects, unhappy employees, etc.) Its a core business process that affects many other processes or programs

Willingness
Manager of the affected area has an interest in supporting and making needed changes Workers are open to change, and would be able and willing to participate in an improvement event
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Other characteristics of a good kaizen project

Clear start and end points (can be described as a process) Easily identifiable internal and external customers Improvement can be measured

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Project desirability matrix

Agency impact
High
Probability of success:

Low
Med

Medium High

Low Low

Med

High

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Effort required

2. Scope the process

What is the first step of the process we are improving; what is the last step of the process. If we cant define that, we may need a different tool (Process preparation2P) How big is too big? (rule of thumb; if there are 10 or more functions involved, reduce scope) Scope can be adjusted during the event
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3. Set improvement goals

Try to establish measurable

goals (time, defects, FPY)

Set the bar high (you will

often achieve what you set)

Goals should be clear, and

easy to communicate
Are set by, or at least ratified

by, the Sponsor

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4. Assemble the team

Roles and responsibilities of Kaizen team members

There are four primary roles on the team:

1. Sponsor 2. Team leader 3. Team members 4. Facilitator

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Role: Sponsor
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The sponsors responsibilities include:

1. Create and/or ratify the scope and goals 2. Select the team leader 3. Select team members (often with team leader) 4. Kick-off the event with words of support 5. Stay involved with the team throughout the week 6. Attend team leader meetings each day 7. Attend final presentation 8. Ensure improvements are implemented and sustained

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Roles: Team leader

Team leaders responsibilities include: 1. With sponsor, create scope and goals for the event 2. With sponsor, identify team members 3. Gather pre-work 4. Schedule and participate in a preevent meeting 5. Help the facilitator with kaizen member involvement 6. Participate in team leader meetings 7. Work with sponsor to ensure that action items are completed and 21 results sustained

Roles: team members

Team typically consists of: Process participants
(Include information suppliers, and end of process customers if possible)

technical support
(IT, facilities, Internal control)

1 outside set of eyes

(Not essential but good idea if team size allows)

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Roles: team members

Include a CAVE dweller (Citizens Against Virtually Everything) Team members are expected to be fully engaged for the duration of the event Team members may be future Kaizen team leaders, or facilitators.

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Roles: Team members

other considerations
Respect for the work of the organization Openness to change Ability, willingness to be part of a team Understanding of the current process Honest, and respectful Willingness to focus on process, not people Data focus analysis and problem-solving

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Role: Facilitator
Your primary responsibilities are: 1. To help sponsor identify, scope, and prepare for the kaizen event 2. To train kaizen team members in the elements of Lean during the event 3. To facilitate, and capture the results of the kaizen event 25

Roles: Facilitator
1. To help prepare for a kaizen event
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Work with a potential sponsor to find a good project Help the sponsor determine who the team leader should be Help the sponsor and team leader establish appropriate goals for the event Help the sponsor and team leader identify team members

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Roles: Facilitator
2. To train kaizen team members
Train team members in the elements of the 7 wastes, process mapping, and process improvement Train team members in the purpose and application of standard work Team members may need to understand the elements of 5S
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Roles: Facilitator
3. To facilitate the team, and capture the results of the kaizen event Manage the schedule, participation, and progress each day Capture and record decisions, and actions on the report out document Attend team leader meetings, insure good communication between the team and sponsor

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Role of a Kaizen facilitator

Good change means good results and good experiences. A critical role of the Kaizen facilitator is to provide the opportunity for a positive team experience.
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Attributes of a good facilitator

The facilitator should: Be positive Be clear about instructions and expectations Recognize progress Know when to instruct, facilitate and intervene Sense the mood of the group Encourage and value all opinions Be objective, and non-judgmental
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Facilitating teams

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The White Albatross

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The White Albatross

Please respond to the statements: T, if the statement is true, F, if the statement is false, and ?, if the story does not contain sufficient information to respond true or false. Please complete this assignment individually.
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White Albatross questions

1. Which was higher, the individual score or the group score?

2. What is the value of group deliberation?

3. What was it like to facilitate?

4. How would you rate your neutrality?

5. How can you improve your facilitation skills?

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Albatross

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The Kaizen event

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Kaizen process
Preparation Team Environment Data Organization
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Kaizen event Training Tools Milestones Challenges Tasks Relationships Results

Sustainment Measurement Support Resolve

Preparation
Your job is to help prepare the team for success, not to make decisions or find solutions for them. Four areas of preparation are : 1. 2. 3. 4.
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Team members Environment Data Organization

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Prepare the team members

Sponsor should invite team members to a pre-event meeting to explain:

Scope and goals Why they were selected Expectations time commitment/ schedule Importance of the event

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2. Prepare the environment

The meeting room area should be: Quiet Large and comfortable Have lots of available wall space Be available for entire week Suitable for training and working
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2. Prepare the environment

You will need the following supplies:
Training materials (powerpoints, toast kaizen video) Paper for swim lane mapping Markers Flipcharts Laptop and speakers (video equipment) Post-it notes (5 different colors) Tape Scissors
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treats

3. Prepare the data

Team leader often collects process data: Volumes (# processed per month, year) Current metrics relevant to the process (time, first pass yield, rework, customer satisfaction ) Forms/databases used in the process Defects External, re-work
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4. Prepare the organization

Avoid surprises by having the sponsor communicate the following to others in the work unit/division:

Event dates

Goals and objectives Team leader and members Purpose

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Kaizen event in detail

Every Kaizen event is different. It follows a wellestablished script, but the flow, and outcomes are always different. Facilitators need to be flexible but consistent.

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Kaizen event in detail Monday Day of learning and discovery

Morning
Team introductions Statement from the sponsor Review scope and goals of the event. Understanding kaizen event member roles and responsibilities Develop team rules Training - Learning about the 7 Wastes and toast kaizen video Begin to map the current as is process. plus/delta Team leader meeting Learn about swim lane mapping.

Afternoon

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Types of process maps

Flow chart
Decisions and loops

Value stream map (VSM)

How value is added Tend to be linear

Swim lane map (SLM)

Combination of first two maps
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Flow Chart
No Resolved? Get Mail Call Company To Resolve No Yes Open Bills Correct? Write Check & Due Date on Envelope Wait for Due Date -5 Put in Envelope & Attach Stamp Yes Mail Stop

Sort

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Swim lane mapping

Three elements:

Time People (job functions) Tasks/Process

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Icons

Task
Time to Complete (in min.)

DECISION
(Y or N)

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Icons

Wait / Delay
Wait Time (in days or weeks)

Storage / File

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Icons

Handoff
Electronic, phone, or fax
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Physical (e.g. passing a paper item back and forth)

Building a swim lane map

Customer Calls in order. Customer Service sends e-mail to Sales Sales person is assigned to order and delivers paper copy of order to Order Entry An electronic order is sent to the supplier. Customer Customer Service Sales Order Entry Accounting Order is now entered into Supplier the companys data base. Shipping
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Data collection
Review scope Walk Document Characterize
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Confirming the scope

As you begin mapping, insure that the scope is definable, with a clear beginning and end steps of the process.
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Walk the process

From the beginning
To the end

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Questions to ask when documenting the process

Where does this information come from Is the process completed without interruption Do you ever have incomplete or incorrect information Where does the information go from here Does the information go more than one place Is there new information or is it the same information being translated into another form

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Characterize the process

1. What forms, tools, or systems does each step use? 2. How long does each task and wait take?

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Hand -off
Passing transactional tasks to another department of person

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Missing or incomplete information

First Pass Yield (FPY) What is the percentage of times that the information is accurate and complete
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Duplication
Understand and map where all copies (paper and electronic are stored)

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Data transfer
Moving information from one place to another without changing it

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Waiting
For someone to make a decision, do a task, etc. Assign the wait to the swimlane that is responsible for the wait

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Inspection

Reviewing employees work

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Swim lane mapping tips

Functions in the left column Use Post-it notes for the functions

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People (job functions)

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Mapping tips
Every time you change lanes, theres a hand-off With every hand-off, there is almost always a wait Handoff Wait/ Delay

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Mapping tips
Subsequent tasks should appear to the right of the prior task, unless the task occurs simultaneously (e.g., meeting attended by multiple people). Assign average times, or use worst and best case scenarios for each wait and each task.
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The 90/10 rule

There are exceptions to every rule. When mapping, consider what happens the majority of time. Dont focus your effort on the exceptions.

Exceptions

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Swim lane mapping exercise

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Kaizen event in detail Tuesday Day of analysis, and brainstorming

Morning
Complete swim lane map for current state Assign times for tasks and waits Collect general observations of the current process (on flip chart) Review information on volume of each type, timeliness, Review and frame kaizen goals 70 and objectives

Afternoon
Review The Road to the Perfect Process powerpoint Brainstorm, and list possible improvement opportunities Discuss and prioritize improvement suggestions Begin work on future state process map Plus/Delta Team leader meeting

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Process improvement impact

Ranking brainstorm ideas

High

3 1 2 3

Med

2 1
Low Med High

Low

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Effort required

The Road to the Perfect Process

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The Perfect Transaction

Is completed entirely by one person Is completed one at a time (no batching) Is completed as soon as the request is made Is completed without interruption Is completed with the information provided Is completed correctly It never returns

Barriers to the perfect transaction

Poor Information
Missing information Inaccurate information Assumptions

Poor information flow

Hand-offs Waiting Poor sequence Confusion on flow Linear processing Organizational structure Information/Knowledge silos

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Eliminating missing information

Can be the result of long lead times, and usually the cause of longer lead times (Catch 22) Require all information from the customer before the job launches (dont enable bad behavior) Put in hard stops that dont allow partial information (online hotel reservations)

Eliminating inaccurate Information

Use menus where a small number of choices exist Only collect the information you need Clearly define the information you need Create a review process with the customer before the job launches Create and report on measurements for information accuracy

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Assumptions
Assumptions are usually the result of incomplete information, or information that does not arrive when it should Assumptions will usually add defects to the process Reduce the need for assumptions by getting the right information at the right time

Poor information flow

Reducing hand-offs will reduce waits Relentlessly challenge why fewer people cant perform more of them in sequence Provide training or permission to help reduce the number of functions in the process. This increases accountability.

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Poor information flow

Making every effort to insure clear, accurate information is gathered at the earliest possible step of the process Concurrency can some parts of the process be done simultaneously? Do we have a standard process, or is it different every time we do it?

Poor information flow

Structure/silos do they know what I need to make the process work, do I know what they need? Is control affecting the process. This is

mine, you cant have it?

Is trust (you cant be trusted to do this job correctly) an issue?

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Future state mapping tips

As facilitator try to insure every task is value-added. Challenge the this is what we do now, with, how do we want to do it Make sure sequence contributes to getting good information as early in the process as possible Establish wait time based on what is reasonable, but aggressive and consistent

Kaizen event in detail

Wednesday Day of change Afternoon Morning

Training - Standard Work powerpoint

Complete swim lane map for new process Assign times to waits and tasks

Agree and describe action plan items Small group work on action items (if time) Review typical report out document

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Takt time
The average rate at which the customer consumes or requires the product or service (i.e. #/day or #/hour). Example How to calculate Calculation examples

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Takt time
80 70 60 50 40 30 20 10 0 Tom Nancy Chet Gene
Takt time=54 sec

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What does the chart tell you?

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Kaizen event in detail Thursday Day of sustainment and celebration

Morning Complete report out document Complete action plan Assign slides for report out presentation
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Afternoon Rehearse Present report out Celebrate!

Kaizen event post-work

Things to look out for:
The sponsor should assure that work is being done on the kaizen work plan If the team runs into resistance that has stalled their efforts the sponsor needs to get involved Sponsor has not been visible or active in ensuring follow through on the work plan Demeanor of staff people are disheartened by lack of commitment from the division or agency to insure implementation
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The sustainment problem

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Sustainment
Sustaining the improvements is often the most difficult part When results are not sustained, the following happens: Performance potential is not realized Momentum is lost Credibility diminished Cynicism and frustration increase Status quo prevails

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Sustainment
Elements for sustainment An overall improvement plan Commitment from all of those involved Visible and engaged management Clear roles and responsibilities for supervisors and managers in the plan Supervisor holds team members accountable for their work with the new process Clearly communicating why the improvements were made, who benefits from them, and expectations Pre-work is conducted for every event Metrics for results Skilled event team leader Dedicated team members Team leader and sponsor provide timely responses to problems and issues Standard work and a system to support it 89

Kaizen Resources
Checklists, training powerpoints, and other materials can be found on Resources tab at www.lean.state.mn.us

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Summary and conclusion

As new facilitators, co-facilitate with some one more experienced Dont give up Questions?

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