Kaizen Event Workshop Aug.03
Kaizen Event Workshop Aug.03
Kaizen Event Workshop Aug.03
Kaizen Events
Workshop
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WHAT IS A KAIZEN EVENT (CONTINUED)
The specific problems to be tackled within a kaizen event are strategically chosen
to support a company’s business objectives. For best applicability of the kaizen
event approach, the organization should define and prioritize the areas that need
improvement. You should identify small problems with significant short-term or
long-term impact.
* Footnote
Source: Source 5
OVERACHING THEMES OF KAIZEN EVENTS
* Footnote
Source: Source 6
BASIC STEPS FOR CAPTURING WORK KAIZEN OPPORTUNITIES
Work kaizen events should not be haphazard or pursued independently by shop-floor
associates. They must serve the overall business strategy and positively impact all of
the organization. A kaizen program ensures that opportunities for improvement are
identified and captured in the following manner:
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STEP 1 – IDENTIFY KAIZEN PURPOSE
Be dissatisfied
• Complacency with the current state will hinder efforts to identify opportunities
• Drive to find better ways of doing things and have the courage to embrace
change
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STEP 4 – CREATE KAIZEN PLAN
Communicate
• Inform related departments likely to be affected by changes
• Brief shop floor employees on kaizen objectives before the activity begins
• Discuss changes with shop floor employees, not only what and how but also why
• Ask for management help when needed to remove barriers to implementation
• Update management daily on progress
Create an atmosphere conducive to change
• Lead by example (remain positive, supportive, and work hard)
• Train employees by working with them at their work station
• Remember that it is unpleasant for employees to perform unfamiliar tasks
• Congratulate employees on their successes
Be willing to alter the plan
• Remind team members that failed trials may occur and are an important part of
the improvement process
• Communicate changes to the plan
• Overcome hurdles rather than extending the implementation timeline
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STEP 6 – CONFIRM AND COMMUNICATE RESULTS
As part of the kaizen activity, the kaizen teams or supervisors must also:
Confirm implementation status of each action item
Kaizen team
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STARTING KAIZEN TEAM OBSERVATIONS
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STARTING KAIZEN TEAM OBSERVATIONS (CONTINUED)
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WORK KAIZEN VS. MACHINE KAIZEN
15 sec. manual 15 sec. manual EXAMPLE
loading time 40 sec. machine time unloading time
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UPDATING MANAGEMENT DAILY
Team leader presents to the area manager and plant manager and
possibly management team
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EVENT OUPUTS
Quick • Baseline
results – Kaizen activity worksheet
– Current performance
– Current cost
Skill building in
– Goals
problem solving
• Actions
Momentum/actionable items – Actions taken by the team
for implementation teams – Follow-up actions required
• Value
Buy-in/awareness of the workforce – At performance level after event
– Potential performance going
forward
– Quantified results
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MAINTAINING PROBLEM FOLLOW-UP SHEETS
• The team leaders need to take ownership for the outstanding actions and to maintain
the gains for the Kaizen area. If the performance is slipping this has to be
communicated to the senior managers and the kaizen facilitator
• Weekly follow up is required to track the status of the problems and actions from the
event
• A daily follow-up on area performance until the stabilized period; then weekly to ensure
gains are maintained
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EXAMPLE
DOCUMENTING FOLLOW-UP ITEMS – 30-DAY LIST
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LEARNING FROM KAIZEN EVENT – POST IMPLEMENTATION REVIEW
Key measures
• Baseline performance:
• Current performance:
Successes to date:
Shortcomings to date:
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