Kaizen is the Japanese word for continuous improvement using small, incremental changes. It translates as:
Kaizen is the Japanese word for continuous improvement using small, incremental changes. It translates as:
change for the better.
We identify two types of Kaizen:
We identify two types of Kaizen:
- Daily Kaizen
focuses on carrying out small improvements on a daily basis that are aimed at making work simpler, quicker or more pleasant.
-Improvement Kaizen
deals with larger problems for which more research needs to be done. Improvement Kaizen is carried out in Kaizen Events.
The main objectives for improving the performance of IT are:
The main objectives for improving the performance of IT are:
- To deliver value better.
- To deliver value faster.
- To supply services cheaper.
- To create more meaning in our work.
- To leave a healthier environmental footprint.
Kaizen Events are:
Kaizen Events are:
used for intensive projects where employees are taken away from their regular jobs for a focused improvement initiative.
If you are going to do a Kaizen Event and want to assemble a team, you first need a problem to solve or an opportunity to take advantage of. There are three basic qualifications for a Kaizen Event to take place:
If you are going to do a Kaizen Event and want to assemble a team, you first need a problem to solve or an opportunity to take advantage of. There are three basic qualifications for a Kaizen Event to take place:
- There is gap between current and desired performance
- The cause of the problem is not clearly understood
- The solution is not predetermined nor is the optimal solution apparent
The best Kaizen selection is based on identifying the ones that best align with the organization’s current needs, capabilities and objectives. Target areas are usually identified by looking at three categories to answer the question whether the initiative
is meaningful and manageable:
The best Kaizen selection is based on identifying the ones that best align with the organization’s current needs, capabilities and objectives. Target areas are usually identified by looking at three categories to answer the question whether the initiative
is meaningful and manageable:
- Results for the customer
- business benefits,
- feasibility and organizational impact
Kaizen Team Members are chosen based on the following criteria:
Kaizen Team Members are chosen based on the following criteria:
- Who has the best knowledge of the process being improved and/or contact with the customer?
- Who has the most knowledge about the problem, and/or the best access to data?
- What key skills or perspectives will be needed throughout the course of the Kaizen event and who has these?
- What groups of functions will be most directly affected by the project and who will represent?
Kaizen events follow three stages:
Kaizen events follow three stages:
- Preparing for the Kaizen event,
- The Kaizen event itself,
- Closing the event and follow-up activity.
Working with DMAIC is an iterative exercise.
For the purpose of process improvement, we recommend DMAIC as a five-phase improvement cycle:
Working with DMAIC is an iterative exercise.
For the purpose of process improvement, we recommend DMAIC as a five-phase improvement cycle:
- Define: clarify the problem and break it down if needed, define requirements, set target and objective
- Measure: validate the process, refine the problem, measure inputs, key steps and outcomes
- Analyze: develop cause and effect relationships, identify the vital few root causes, validate hypotheses
- Improve: develop ideas to remove root causes, test solutions, standardize solutions and measure results
- Control: establish standard operating procedures to communicate the way of working and maintain performance, correct problems as needed, present result to the sponsor, and start the next iteration
A3 Method. This is a method for:
A3 Method. This is a method for:
- structured problem-solving in which the Kaizen team is challenged by the scarcity of space (an A3-sized piece of paper) to record the key elements of the Kaizen event concisely and succinctly.
The aim is to facilitate the communication of improvements to others within the organization.
Once the problem is clarified, it is often broken down in its contributing parts. It’s important to keep focusing on customer-centric values. Put the customer first in your problem solving activity. If you have a hard time defining
a problem, looking at a process area from
a:
Once the problem is clarified, it is often broken down in its contributing parts. It’s important to keep focusing on customer-centric values. Put the customer first in your problem solving activity. If you have a hard time defining
a problem, looking at a process area from
a:
- Muri, Mura or Muda perspective.
Where is the overburden, where is the variation, and where is the waste? In this regard, it is important to note that waste is always a symptom of a problem and not the problem itself.
The results of the Define phase consists of four deliverables:
The results of the Define phase consists of four deliverables:
- A completed Kaizen charter covering the problem statement, business impact, goal statement(s), scope, defined team which is presented to the sponsor and stakeholders. The team should try to capture their
communication towards stakeholders
on one A3 and use an updated version
to visualize their problem solving effort. - Documentation showing what customers are affected by this Kaizen and what their needs are;
- A map of the process that captures the boundaries and scope of the process to be improved (SIPOC). This map helps the team to verify what the inputs of the process are and if they match the outputs of the supplying upstream process, and what
the process outputs are and if they match the expectations of the customers of the downstream process; - Rules of engagement of the team and an understanding of their way of working throughout the rest of the event
In the Measure Phase, the Kaizen team provides factual evidence that a problem or an opportunity actually exists. The starting point is the question: “What is our performance?” Most of the Kaizen team’s metrics tend to be process-centric and time- oriented. Process times should be captured for each step of the process. This is the actual elapsed time for each step in the process and it includes:
In the Measure Phase, the Kaizen team provides factual evidence that a problem or an opportunity actually exists. The starting point is the question: “What is our performance?” Most of the Kaizen team’s metrics tend to be process-centric and time- oriented. Process times should be captured for each step of the process. This is the actual elapsed time for each step in the process and it includes:
• Lead Time: is the total elapsed time between the customer placing an order and the delivery of the product or service.
*Cycle Time: is the time per unit of work in the value stream or total cycle time is the time from start of the value stream to its conclusion. Cycle time is impacted by wait or setup timeas well as the capacity and throughput at the limiting work station, constraint or bottleneck in the process. A key element to remember is that the process cannot produce faster than the limiting work station or constraint.
- Machine Time: for the automated portion of the process
- Queue Time: time while materials of information wait in queues
The purpose of the Measure phase is to thoroughly understand the current state of the process and collect reliable data on process speed, quality, and costs that you will use to expose the underlying causes of problems. Therefore, the deliverables of this phase are:
The purpose of the Measure phase is to thoroughly understand the current state of the process and collect reliable data on process speed, quality, and costs that you will use to expose the underlying causes of problems. Therefore, the deliverables of this phase are:
- A Value Stream Map that displays baseline measures on time, quality, and cost. The map should show the main process steps relevant to the project scope, customer demand rate, and cycle times for those steps. Supplier and customer loops need to be clearly identified and input and output clearly understood by the team
- An updated Kaizen charter or A3 which is presented to the Kaizen sponsor
Analyse phase The primary deliverables typically include:
Analyse phase The primary deliverables typically include:
- a list of improvement opportunities,
- data analysis that describes a ‘before’ and proposed ‘after’ state,
- identification of the problem’s root causes and their priority.
The team answers 4 questions:
1. What are the causes?
2. What are the effects?
3. What is the relationship between causes and effects?
4. How important is each cause regarding the problem?
An updated Kaizen charter or A3 should, again, be presented to the Kaizen sponsor.
Improve Phase, As the team moves into this phase, the emphasis goes from:
Improve Phase, As the team moves into this phase, the emphasis goes from:
analytical to creative.
The first task in this phase is to develop ideas for improving the process. Often, ideas are generated by use of brainstorming.
In the end of the improve Phase:
In the end of the improve Phase:
The team could take each solution, one at a time, and determine what current business conditions would be obstacles to implementation versus what would be beneficial to the implementation.
The solutions are prioritized by assessing the impact and feasibility of each opportunity.
Each solution could also be compared by ranking them against the others, to help clarify priorities and give structure to making decisions in the team.
Lean includes the concept of Poka Yoke. This is all about: making it impossible to make mistakes.
Lean includes the concept of Poka Yoke. This is all about:
For each solution that we aim to implement we must ask ourselves whether it is:
For each solution that we aim to implement we must ask ourselves whether it is: poka yoke.
The purpose of the Control phase is to complete Kaizen work and hand off the improved process to its owner, with procedures for maintaining the gains.
The primary deliverables typically include:
The purpose of the Control phase is to complete Kaizen work and hand off the improved process to its owner, with procedures for maintaining the gains.
The primary deliverables typically include:
- the before and after data on process metrics,
- operational training on Standard Operating Procedures (SOP)
- and a completed Kaizen charter, including lessons learned and recommendations for further opportunities.
A variety of tools can be useful to the Kaizen team:
A variety of tools can be useful to the Kaizen team:
- The Kaizen Charter / A3 Visualization
- The Pareto Diagram
- The Value Stream Map
- The 5 Why Technique
- The Fishbone or Ishikawa Diagram
- The Solution Matrix
The DMAIC methodology is a powerful five-phase approach to addressing a process that needs improvement. The keys to having a successful Kaizen
The DMAIC methodology is a powerful five-phase approach to addressing a process that needs improvement. The keys to having a successful Kaizen
Events are:
• Establishing that the project is a business priority
• Understanding the true requirements for the process
• Using data to tell the story
• Picking the right tool for the right situation
• Communicating the Kaizen goals, accomplishments and successes
• Building credibility and support for the Kaizen
The Kaizen Charter / A3 Visualization is:
The Kaizen Charter / A3 Visualization is:
Next to a general identification of the Kaizen, the team, and the process area, its content is: the problem, the background, the current condition, the target condition, the countermeasures, the plan to implement them and possible follow-up actions. This tool is used throughout the Kaizen event to record the results.
The Pareto Diagram is:
The Pareto Diagram is:
A type of chart that contains both bars and a line graph, where the cumulative total is represented by the line. The purpose of the Pareto chart is to highlight the most important root causes of the problem among a (typically large) set of factors. This tool is mainly used in the Analyze phase.
