Week 8 More Kaizen application Flashcards
Process Kaizen
- Individual Kaizen events, limited to tools the individual knows how to use.
- Point Kaizen events, generated from value stream map, short prep time.
- Process Kaizen, train team of 5-8, value stream, then gather data, uses multiple tools, may take more than a week.
Kaizen applications
Continuous improvements, daily small improvements. Small, incremental, daily, is employee empowerment.
Agile Methodology
the information revolution is driving a focus on information and collaboration. This new era comes with a large number of knowledge workers, like engineers, teachers, scientists, lawyers, doctors, etc. This increases the need for collaboration�
Planning for lean deployment
The Eastern approach does not spend as much time doing it the trial-and-error way, and it actually makes the quality on the front end by planning before doing.
Hoshin planning 5 steps
- Setting breakthrough objectives
- Determining annual objectives
- Selecting improvement projects
- Defining measures for success
- Implementing and control
Catch ball (part of Hoshin step 3)
Feedback loop:
Employees feedback to executives
Executives refine the plan and feed it back
Employees provide more feedback
Hoshin step 1
Setting breakthrough objectives:
Breakthrough objectives are three- to five-year goals that will significantly contribute to organizational performance and sustainability.
Extra note: consider the amount of time available to the organization for change.
Hoshin step 2
Determining annual objectives:
The amount of the strategic objective to accomplish this year depends on the organization. Some companies frontload their goals, while others start small and increase the goal sizes each year.
Hoshin step 3
Selecting improvement projects:
Employees and leadership work together with the catch-ball process to get the right objectives, plans, and projects. It is respect for employees’ opinions about work they know and leadership knowing the direction.
Hoshin step 3
Selecting improvement projects:
Employees and leadership work together with the catch-ball process to get the right objectives, plans, and projects. It is respect for employees’ opinions about work they know and leadership knowing the direction.
Hoshin step 4
Defining measures for success:
Strategy deployment works by defining leading indicators for the overall business objectives. Example:
if measures are met proj. is success,
if proj. is success, objective is met,
if obj. is met, breakthrough objective will be met.
Hoshin step 5
Implement and control:
None of the planning matters if the improvements are not implemented. Reviews ensure teams meet timelines and deliver results.
Lean deployment, 10 steps
- Form and Develop a Steering Committee
- Establish More Detailed “Current State” Picture
- Establish Clearly Articulated Vision
- Establish High-Level Objectives for Year 1
- Identify Initial Projects
- Identify Risks to Success
- Establish Risk-Management Countermeasure Plan
- Develop Communications Plan
- Develop Deployment Plan
- Commence Implementation
Benefits of Lean
Lean can drive an organization to a high level of efficiency. It will improve effectiveness. It doesn’t just save time; it reduces costs. The tools are pretty simple. Many of them are visually based. They’re common-sense things used in uncommon ways. It’s flexible. Lean tools can be used in your personal workspace or at the organization level.
Integrating Six Sigma and Lean
Lean alone isn’t enough. You need both sides of the equation. If you only know Lean, you only know half the picture. The Green Belt course looks at things like accuracy, scrap, rework, mistakes, complaints, field evaluations, expenditures trying to calm down upset customers, and eliminating product recalls, among other things.
DMAIC - six sigma
Defining the problem Measuring it Analyzing Improving Controlling
Monitor the Process
Report out to the steering committee. Communicate the results to all employees. Address any underperforming projects.
Celebrate success
Report out to the steering committee� Communicate the results to all employees� Address any underperforming projects�
Lean guiding principal
One Lean guiding principle is to empower the floor-level worker, because once staff is trained on eliminating waste, they will start making changes for the better on their own.
Manufacturing Kaizen
Quick change over Single minute exchange of dies (SMED) Kanban (sign) Pull system (customer flow) Value stream maps
Service Kaizen
Value added:
What are they paying us to do?
Use spaghetti map to track flow of information
Use process map to show how people, information and customers are bouncing between different areas
IT industry
Can be adding value
process
spaghetti
file folders waste - storing
Kaizen application on SMED
day 1 - training, 14 rules, core lean training, smed, waste walk
day 2 - train on tools, data collection, introduction to people, brought data back into class
day 3 - outcome ranking ideas, more brain storming, back on the floor
day 4 - change over more ideas, brainstorm again and change over
day 5 - train, complete and practice presentation, report out, celebrate
Kaizen application service
Improve quoting and launch
- limited, 10 half days to fit small organization limits
- train staff
- waste walk in office
- current state map
- complete brainstorming
- rank ideas
- create updated process future state map
- documented process
Day of Agile: Industrial workers vs Knowledge workers
work is visible/invisible work is stable/changing running things/changing things more structure/less structure fewer things/more decisions defined task/understand task command and control/autonomy strict/continuous innovation focus on quantity/focus on quality measure performance/continuously learn & teach minimize employee cost per task/workers are assets not cost
Agile: Stacy Matrix
left top: far from agreement
left bottom: close to agreement
right top: anarchy (agile can solve)
right bottom: far from certainty
Agile traditional to agile
1) focus on processes / focus on team communication
2) anticipates limited changes / places priority on developing solutions
3) documentation / modification
4) emphasizes contract negotation / customer project team & daily communication
5) works the plan / features flexibility
6) minimizes cost of worker / worker is asset
Agile gains over other:
- Ninety percent of teams have increased productivity
- Eighty-five percent of teams have reduced defects
- Eighty-three percent of teams accelerate time to market
- Sixty-six percent of teams reduce costs
Agile book, on quality
“Quality is free,” phil nash
