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Kanbans, Kaizens, and Kata: Demystifying Continuous Improvement
The document outlines a workshop focused on continuous improvement methodologies such as Lean, Kanban, and Kaizen, emphasizing the importance of involving all employees in the process. It provides insights into practical tools and techniques for implementing Lean practices, such as the PDCA cycle and the 5 Whys method, along with activities to encourage collaboration and idea sharing. Key principles discussed include maximizing customer value, respecting individual contributions, and creating a culture of trust and teamwork.
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Kanbans, Kaizens, and Kata: Demystifying Continuous Improvement
- 1. Kanbans, Kaizens, andKata: Demystifying Continuous Improvement Georgeann Larson, Linnea McGowan Hobmeier, Lauren Movlai
- 2. Today’s Agenda ❏ Introductions ❏Homebuilding Activity ❏ Introduction to Lean ❏ Break ❏ Introduction to Lean ❏ Examples of Tools ❏ Lunch ❏ Break-out Sessions ❏ Break ❏ Best Practices for Implementation ❏ Questions and Wrap Up
- 3. Safety ❏ Fire Exit ❏In case of fire, please walk to the nearest exit. ❏ Unsafe act or condition ❏ If you see an unsafe act or condition, please notify presenters
- 4. Who We Are ❏Linnea McGowan Hobmeier - Manager, Resource Access & Discovery Services ❏ Georgeann Larson - Cataloging & Metadata Specialist ❏ Lauren Movlai - Instruction & Learning Librarian
- 5. Getting to KnowYou ❏ Name ❏ Library ❏ What attracted you to this workshop?
- 6. Homebuilding Activity Form teamsof two and choose roles: ❏ Foreman - Will read instructions on sheet to the builder ❏ Builder - Will follow verbal instructions from the Foreman using the crayons at your table.
- 7. Homebuilding Activity -Round 1 of 2 ❏ Foreman - Read your handout to the Builder out loud one step at a time. ❏ Builder - Do not look at the Foreman’s handout and do not ask the Foreman questions. Do not begin building until the Foreman is done reading.
- 8. Homebuilding Activity -Round 2 of 2 Keep the same roles. ❏ Foreman and Builder may both read the handout and collaborate.
- 9. Brainstorming Activity ❏ Whatdo you think of when you hear the word “improvement”? ❏ Write down a word or phrase on the post-it notes. One idea per note.
- 10. Lean: A Definition Leanis a dynamic process of continuous improvement and learning by empowered associates, in a culture of mutual trust and respect, focused on eliminating waste and maximizing value for our customers. - Michigan Lean Consortium
- 11. What is Lean? ❏Maximizes value to the customer. ❏ Creates better use of existing resources. ❏ Respect for individuals and their knowledge of processes and workspace. ❏ Critical thinking and teamwork targeted at continuous improvement. ❏ Use of proven tools and thinking enables teams to solve their problems.
- 12. What is NOTLean? ❏ Improvements made without involvement of those who perform the work. ❏ A “one size fits all” tool that fixes problems. ❏ Used to eliminate jobs. ❏ A “magic answer” to problems. ❏ A one-time fix. ❏ Assigning blame to individuals or departments.
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- 14. People: Lean Culture ❏Promotes a welcoming atmosphere where all ideas and suggestions are encouraged and appreciated. ❏ The problem lies within the process, not the person performing the work. ❏ Mistakes and failure are expected. ❏ All ideas are valued equally, regardless of rank. ❏ Provides a common language and approach for improving work processes. ❏ Assume the best of people. ❏ No silent objectors.
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- 16. Process: PDCA Cycle ❏Plan ❏ Assemble a team (if necessary), identify the problem and determine scope, describe the current state and ideal state, and create a plan to bridge the gap between the two. ❏ Do ❏ Implement your plan to improve the process or situation, keeping safety in mind. ❏ Check ❏ Evaluate the success of your plan. ❏ Act ❏ Successful plan: ❏ Standardize and document the process. Continue with regular check-ins. ❏ Unsuccessful plan: ❏ Adjust, abandon, or again. Return to planning stage.
- 17. PDCA Cycle Do youuse a similar process currently?
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- 19. Process: Root Causes ❏Helps to identify how, what, or why the gap between the current and ideal state is happening. ❏ The root causes are: ❏ Underlying ❏ Identifiable ❏ Controllable ❏ A common tool is 5 Whys.
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- 21. Process: 5 WhysExercise ❏ Problem: You are always running late for work. ❏ Using 5 Whys process, find the root cause. ❏ 5 Whys dead ends. ❏ Points to a particular person or a need for more training ❏ Consider the point of view - Shadowing the process ❏ Additional information needed. In small groups come up with your own problem to solve using the 5 Whys technique.
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- 23. Method: Tools forMeetings or Improvement Events ❏ Newspaper items ❏ Parking lot ❏ Solution safe ❏ Plus/Delta ❏ Gantt Chart ❏ Gemba Walk ❏ Outside Eyes ❏ Huddles These are tools you can start using right away!
- 24. People and Resources Opportunitiesfor Collaboration: ❏ Co-workers at your library/institution ❏ People in this room ❏ Paula Ganyard at University of Wisconsin - Green Bay [email protected] ❏ Lean facilitators at the Michigan Tech library ([email protected]) Resources for further information: ❏ Gemba Academy ❏ Lynda.com ❏ Books (see Book List Handout)
- 25. Methods: Tools -Kanbans ❏ A visual management tool ❏ Great for handling multiple projects at the same time. ❏ Can be used individually or in a group. ❏ Helps visualize and prioritize tasks, expectations, and commitments ❏ Increases the likelihood of completing a task ❏ Improve communication between you and your supervisor or team
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- 29. Methods: Tools toPractice - Decision Making ❏ Tools that aid in objective decision making. ❏ Can be used to decide priorities. ❏ Can be used individually or in a group.
- 30. Methods: Tools toPractice - 5S (Sort, Set in Order, Shine, Standardize, Sustain) ❏ Organizational tool used in personal and group settings. ❏ Goes beyond “spring cleaning” to create a plan for sustained organization.
- 31. Methods: Tools toPractice - Process Mapping ❏ Visual representation of a process or workflow. ❏ Helps to identify wastes and bottlenecks. ❏ Works best with a group.
- 32. Small Group Discussion Insmall groups, discuss these tools and brainstorm how you might use one or more in your daily work. ❏ Newspaper Items ❏ Parking Lot ❏ Decision Making ❏ Process Mapping (Swim Lanes) ❏ 5S ❏ Kanbans
- 33. Lean Practices Improve... ❏Customer Service (Internal and External) ❏ Quality ❏ Efficiency ❏ Staff Morale and Working Relationships ❏ Communication and Cooperation ❏ Safety Results include: ❏ Even workloads, less fire-fighting, and less stress.
- 34. What Questions DoYou Have?
- 35. What is 5S? Aworkplace organization methodology used to eliminate waste, organize a workspace, and create a system to sustain the improvements over time. ❏ Sort - Define what is necessary. Get rid of everything that is not necessary. ❏ Set in Order - “A place for everything and everything in its place”. Establish designated locations for everything. Make it visual. ❏ Shine - Deep clean. Dust, paint, refurbish, replace. Make it look nice! ❏ Standardize - Create and document visible and visual standards. Assign responsibilities. Define frequency (daily, weekly, monthly) ❏ Sustain - Follow the standard you set. Establish discipline and habits.
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- 38. 5S Activity -House of Cards ❏ Get into small groups of three or four. ❏ Select someone to be the timekeeper. The timekeeper may have to participate in the activity, also.
- 39. 5S Activity ReportOut In your small groups, please discuss: ❏ What advice would you give to a different team? ❏ How would you teach someone else to do this process? ❏ Think of a process/problem in your work where you could apply the 5S system. One person from each group reports out.
- 40. Benefits of 5S ❏Identifies and reduces waste in the workplace ❏ Promotes better customer service ❏ Creates a more positive impression on customers ❏ Results in higher employee satisfaction and productivity
- 41. Decision Making ❏ Why/whenshould a decision making tool be used? ❏ Lean tools ❏ PACE ❏ ICE ❏ RACI Charts ❏ Practice using tools
- 42. Decision Making -Why? When? Decision making embodies continuous improvement, as it is making a choice to try something new. These tools help move decisions making from the realm of emotional choices and support Lean culture in various ways. ❏ Decision making tools can be used to… ❏ eliminate waste ❏ maximize value for customers ❏ empower coworkers/ associates to take change into their own hands ❏ create a culture of trust and respect by working on decisions/ change together
- 43. Tools to Practice- PACE ❏ Using the format of a line graph, options are graphed based on two factors - Ease of Implementation and Anticipated Benefit ❏ By drawing in three lines, the PACE options are graded ❏ (P) Priority - Easy to Implement, High Benefit = Strong Options ❏ (A) Action - Limited challenges to implement, potential for benefit = Good Options ❏ (C) Consider - Potentially difficult, and/or low anticipated benefit = Weigh Option Carefully ❏ E) Eliminate - Too difficult, not enough anticipated benefit - Eliminate Options
- 44. Example - PACE ❏Quickpoint ❏ Limited Customization ❏ X/Y Options ❏ Must be sliding scale
- 45. Tools to Practice- ICE ❏ Prioritize options based on (I) impact, (C) control, and (e) ease of efforts ❏ Typically use a 1-5 scale, with 5 being the most highest impact, most internal control, and the lowest amount of effort needed ❏ Add up the numbers in the columns, and highest number indicates a strong option ❏ Decision making tools can be used to… ❏ eliminate waste ❏ maximize value for customers ❏ empower coworkers/ associates to take change into their own hands ❏ create a culture of trust and respect by working on decisions/ change together
- 46. Example - Ice ❏Customizable categories ❏ Can be used alone or in a group ❏ Can be used for ANY decision - Work OR Play! ❏ Example ❏ Decision - Vacation Destination ❏ Countermeasures: Options for destination ❏ I/C/E columns: must-haves
- 47. Tools to Practice- RACI ❏ Tool used to prompt decision making, alongside decisions, or to clarify established roles in a process ❏ Four roles ❏ (R) Responsible - MUST be present in every row ❏ (A) Accountable - If a single person is responsible and accountable, use R ❏ (C) Consulted - May be outside the process or role-related ❏ (I) Informed - Depends on scope ❏ Review Quickpoint Example
- 48. Tools to Practice- Time to Practice! ❏ In small groups ❏ Choose a simple decision that PACE can help you make ❏ Can be work related or general ❏ Choose a simple decision that ICE can help you make ❏ Can be the same or different from PACE ❏ Try mapping roles with an established process ❏ Example - Cooking dinner ❏ Discussion
- 49. Process Mapping -Swim Lanes ❏ A Swim Lane Process Map outlines the sequential steps of a process. ❏ They are used by teams to understand the current state of a process, identify waste and non-value added activities, and make improvements.
- 50. Tips for SwimLanes ❏ Establish a team with knowledge of the process to create the map. The team should include those who carry out the steps in the process. ❏ Continue to discuss the process and add process steps to complete the map. Steps that involve two or more stakeholders should be represented with a Post-it in each lane. ❏ Add process time and lead time along the bottom of the map. ❏ Process time—The time it would take to complete the process if there were no interruptions or waiting. ❏ Lead time—The elapsed time for the process from the moment it begins to its end (includes process time plus waiting, delays, interruptions, etc.).
- 51. Swim Lanes Practice! ❏In Groups of 2-4 Pick a Process: ❏ Pick a process in your own work ❏ Planning a vacation with family or friends ❏ Eating out at a restaurant ❏ Scheduling and conducting a meeting ❏ Obtaining books/collections/resources for your library ❏ Organizing an event - celebratory, holiday, presentation, etc. ❏ Discuss who would be involved in this process and write each person/party on a post-it ❏ Start with the first step of the process, putting a post-it by each person involved in that step, and then go from there ❏ Add process time and lead time along the bottom
- 52. Swim Lanes Discussion ❏What did you think about swim lanes/ process mapping? ❏ How might you want to use it in the future?
- 53. Benefits of SwimLanes ❏ Visually demonstrates how stakeholders relate to and communicate with one another. ❏ Helps standardize and streamline process steps. ❏ Helps identify waste and non-value added activities. ❏ Increases process awareness among stakeholders. ❏ Removes redundancies and coordinates actions. ❏ Helps find better ways of doing things. ❏ Reveals integration issues. ❏ Highlights disconnects between functional areas. ❏ Fosters communication across functional areas.
- 54. Best Practices forImplementation ❏ Buy In ❏ Build Confidence in the System ❏ Common Roadblocks ❏ Change Management
- 55. Best Practices forImplementation - Buy-In ❏ Top-down versus bottom-up ❏ Use change management techniques to explain why a certain process or project is changing ❏ Metrics - Especially important if you can’t do top-down ❏ Be a practitioner in your own work, and be open to collaborating and sharing your successes ❏ Tipping point - enough people who already have bought in ❏ Find your own best practices using your communication style/ personality
- 56. Best Practices forImplementation - Buy-In Metrics: ❏ Tracking the current state will highlight areas where improvements can be made. ❏ Make sure your metrics are in line with your objectives for improvements. ❏ Be intentional about what metrics you collect. How can you collect quality metrics? ❏ Formal surveys ❏ Informal Surveys ❏ Track errors, mistakes, and time.
- 57. Best Practices forImplementation: Build Confidence in the System ❏ Start small. ❏ Don’t be discouraged if your first attempt doesn’t work. ❏ Be open to critique. ❏ Practice, practice, practice!! (Builds confidence of everyone involved) ❏ Use the people in the room/other collaborators.
- 58. Best Practices forImplementation: Roadblocks Bad Lean: If it feels like it’s being forced, or if first impressions are negative. Caused by poor listening, attitudes, closed thinking, etc. ❏ Poor Listening: Countermeasures - Humility, Active Listening, Affinity Diagrams ❏ Closed Thinking: Countermeasures - Change Management, Decision Making Tools ❏ Silent Objectors: Countermeasures - Affinity Diagrams, Brainstorming, Lean Culture Reinforcement ❏ Attitudes: Countermeasures - Change Management, Lean Culture Reinforcement ❏ Lack of Support: Countermeasures - Metrics, Networking
- 59. Best Practices: ChangeManagement ❏ ADKAR Model (Prosci) ❏ Awareness ❏ Desire ❏ Knowledge ❏ Ability ❏ Reinforcement ❏ New endeavor, still learning ❏ Resources
- 60. Best Practices -Change Management ❏ Expectations versus reality ❏ Further Tools to explore ❏ 15 Words ❏ Lewin’s Force Field Analysis ❏ SIPOC ❏ Threats and Opportunities Matrix ❏ A3
- 61. In a Nutshell ❏Lean is a long-term, dynamic system of continuous improvement and learning. ❏ Involves all employees. ❏ Values and respects people. ❏ Frees up resources - people, materials, and money. ❏ Uses visual management so abnormal conditions can be spotted at a glance.
- 62. Wrap-up & Questions Setyourself a calendar invite and check in with your progress What questions do you have for us?