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Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
The document discusses a webinar hosted by Karen Martin on the Kaizen event methodology, aimed at driving rapid improvement and behavior change within organizations. It outlines the structure, roles, and expected outcomes of Kaizen events, emphasizing engagement, standardized processes, and continuous improvement. Additionally, it provides guidelines for event planning, team formation, and sustainability to ensure ongoing success in implementing improvements.
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Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
- 1. Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST Webinar September 13, 2012
- 2. Founder: Karen Martin & Associates, LLC (1993). Consultant / Coach: Lead Lean transformations & develop people in office, service and knowledge environments. Teacher: University of California, San Diego’s Lean Enterprise program. Author: Karen Martin, Principal www.ksmartin.com Just released 2nd Edition October 2012
- 3. 1. Raise your hand – you will be un‐muted and can ask verbally. 2. Type your question into the question log. 3
- 4. Kaizen Kai = Change Zen = Good Continuous Improvement 4
- 5. Kaizen Event –Definition A two- to five-day focused improvement activity during which a sequestered, cross-functional team designs and implements improvements to a defined process or work area, generating rapid results and learned behavior. Karen Martin & Mike Osterling The Kaizen Event Planner 5
- 6. Kaizen Event Outcomes • Standardized, waste-free work • Documented, measurable processes • Stronger working relationships • Deeper problem-solving skills • New mindsets, behaviors & habits – Need fewer & fewer KEs as you progress with transformation • Clearer roles between leadership and frontlines • Energized & engaged workforce 6
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- 8. Well‐executed Kaizen Events Engage the Workforce © Karen Martin & Associates, LLC
- 9. Engagement Drivers: The Three C’s Connection Control Creativity © Karen Martin & Associates, LLC 9
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- 11. Avoid “Drive‐by” Kaizen Events 11 © Karen Martin & Associates, LLC
- 12. Work: Degrees ofGranularity Rooftop View Value Value Stream Stream Map (Strategic) Process Process Process In the Weeds Metrics-Based Step Step Step Process Map (Tactical) 12
- 13. Improvement Roles Who? Scope of Authority Means Strategic Leadership “What has to happen” Value Stream Mapping Middle Management Tactical Frontlines “How it will happen” Kaizen Events, Just-do-its, and Projects 13
- 14. Value Stream Mapping Kaizen Events 14
- 15. VSM Promotes Systems Thinking System Efficiency = Optimal Value Stream Performance Individual Efficiency = Sub‐optimization 15
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- 18. Discharge Process Projected Results Current Projected % Metric State Future State Improvement Lead Time 15.5 hrs 5.9 hrs 62% Process Time 150 mins 115 mins 23% Percent Activity 16% 32% 100% Rolled First 20% 70% 250% Pass Yield 9,581 hrs Freed capacity --- --- = 5 FTEs 18
- 19. 5-Day Kaizen: TypicalStructure Kick‐off Day 1 & 2 Analyze current state (Plan) Perform root cause analysis Design future state Interim briefing Design & test improvements Day 3 & 4 Obtain buy‐in (Do, Study) Interim briefing Day 5 Finalize improvements (Study, Adjust) Train process workers & stakeholders Present results CELEBRATE! 19
- 20. Interim Briefings –Every Day or Two • Purpose – Build consensus. – Assure a well-designed and sustainable improvement. • Team’s role – Present findings & ideas. – Ask leadership for guidance (if needed). – Discuss relevant policies and concerns. • Leadership’s role – no veto power. – Assures team has considered all options and thought through all implications. – No veto power if team is within scope and boundaries. • Instead: “Have you considered this?” “How would we handle…?” “What if…?” 20
- 21. Micro‐PDSA Cycle • Create charter • Handle logistics – space, food, gift of appreciation, equipment, supplies, etc. • Schedule briefings • Communicate the event • Collect relevant data 21
- 22. Clarifying the PDSA Cycle Phase Detailed Steps New 1. Define and break down the problem. Problem 50‐80% 2. Grasp the current condition. of the Develop Plan 3. Set a target condition. total Hypothesis 4. Conduct root cause & gap analysis. time Continuous 5. Identify potential countermeasures. Improvement 6. Develop & test countermeasure(s) Conduct Do 7. Refine and finalize countermeasure(s). Experiment 8. Implement countermeasure(s). Evaluate Study 9. Measure process performance. Results 10. Refine, standardize, & stabilize the process. Refine Adjust Standardize 11. Monitor process performance. Stabilize 12. Reflect & share learning. From The Outstanding Organization, Karen Martin (McGraw‐Hill, 2012) 22
- 23. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & End Specific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings Workforce Event Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Event Goals and Objectives 5 1 6 2 7 3 8 4 9 5 10 Potential Deliverables On-Call Support 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Possible Obstacles Approvals 1 Executive Sponsor Value Stream Champion Facilitator 2 3 Signature: Signature: Signature: 4 Date: Date: Date:
- 24. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & End Specific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings Workforce Event Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Event Goals and Objectives 5 1 6 2 7 3 8 4 9 5 10 Potential Deliverables On-Call Support 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Possible Obstacles Approvals 1 Executive Sponsor Value Stream Champion Facilitator 2 3 Signature: Signature: Signature: 4 Date: Date: Date:
- 25. Define Scope: Narrow& Deep • Define fenceposts, conditions, and limitations. • Gives the team “freedom with boundaries.” • Charter communicates what the team does not have permission to do. 25
- 26. Narrowing the Scope:Example Units Domestic Consumables Warranty Service Parts Non- Order Warranty Fulfillment Process Units International Consumables Warranty Service Parts Non- Warranty
- 27. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & End Specific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings Workforce Event Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members 1 Function Name Contact Information 2 1 3 2 4 3 No more than 10! 5 4 Event Goals and Objectives 5 1 6 2 7 3 8 4 9 5 10 Potential Deliverables On-Call Support 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Possible Obstacles Approvals 1 Executive Sponsor Value Stream Champion Facilitator 2 3 Signature: Signature: Signature: 4 Date: Date: Date:
- 28. Form the Kaizen Team • No more than 10 • Highlycross‐functional – Process workers (30‐50% of the team) – Upstream suppliers (internal) – Downstream customers (internal) – Subject matter experts – Outside eyes – External suppliers / contractors – External customers – Administrative support (if needed) – Union representatives (if relevant) – Maintenance / facilities representatives – Management (limited representation) 28
- 29. Kaizen Event Team Formation Worksheet Executive Sponsor Event Name Value Stream Champion Event Dates Facilitator First Step Last Step Role in Target Process Subject No Upstream Process Downstream Matter Involvement Department Work Group Suppliers Workers Customers Experts or Impact 1 2 3 4 5 6 7 8 9 10 11 12
- 30. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & End Specific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings Workforce Event Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Event Goals and Objectives 5 1 6 2 7 3 8 4 9 5 10 Potential Deliverables On-Call Support 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Possible Obstacles Approvals 1 Executive Sponsor Value Stream Champion Facilitator 2 3 Signature: Signature: Signature: 4 Date: Date: Date:
- 31. Kaizen Event Charter Event Scope Leadership Schedule Value Stream Executive Sponsor Dates Event Name Value Stream Start & End Specific Conditions Champion Times Process Trigger Facilitator Location First Step Interim Team Lead Last Step Briefings Workforce Event Boundaries & Training Event Coordinator Limitations Final Presentation Event Drivers / Current State Issues Team Members 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Event Goals and Objectives 5 1 6 2 7 3 8 4 9 5 10 Potential Deliverables On-Call Support 1 Function Name Contact Information 2 1 3 2 4 3 5 4 Possible Obstacles Approvals 1 Executive Sponsor Value Stream Champion Facilitator 2 3 Signature: Signature: Signature: 4 Date: Date: Date:
- 32. Facilitator Role • Teacher • Coach • Motivator • Challenger • Provocateur • Obstacle eliminator • Mediator • Time keeper 32
- 33. Typical Team Evolution Adjourn (Mourn) Perform Norm Storm Form Bruce Tuckman, 1965 33
- 34. Preparation & Logistics Kaizen Event Planning Checklist Executive Event Name Sponsor Value Stream Event Start Date Champion Facilitator Coordinator Due Activity Date Owner Comments 4 Weeks Prior 3 Weeks Prior 11 Finalize Kaizen Event charter and gain approval. 12 Distribute approved Kaizen Event charter. Review Event scope and determine which current state data and metrics needs to be 13 collected and assign accountability (e.g. volumes, metrics, service levels, survey results, etc.). Identify potential functions / individuals that may need to receive training on the 14 improvement process be trained during Kaizen Event and send notification email to them. 15 Prepare training materials for the event (including lean overview and relevant tools). Identify potential on-call resources (people and/or supplies) and time commitment 16 required of those resources. Send communication to area staff, as well as "involved" internal customers & suppliers, 17 advising of upcoming Kaizen Event. Post Kaizen Event charter. Solicit improvement ideas from stakeholders (include 18 upstream and downstream workers, too). 19 Follow-up with people who haven't RSVP'd re: their participation. 20 Schedule senior leadership representation for event kick-off.
- 35. Micro‐PDSA Cycle • Kick off • Thoroughly understand the current state (including root cause analysis) • Determine appropriate countermeasures 35
- 36. Rules of Engagement •The team starts and ends the day together and breaks together; being on time is critical. • The team stays 100% committed and 100% focused. – No interruptions. – All wireless devices on silent mode or off. No vibration. – No email except for during breaks. • Keep an open mind and consider all ideas. Ask “why?,” “what if?,” “why not?” • Challenge everything; seek the wisdom of ten vs. the knowledge of one. • Rank has no privilege. • Finger-pointing has no place. • No silent objectors; don’t leave in silent disagreement; respectful disagreement is encouraged. • Use creativity before capital. • What’s said in the room stays in the room. 36
- 37. Current State DocumentationOptions • Go to the gemba! – OBSERVE • Review Performance data • Draw Spaghetti diagrams • Documentation / job aid review • Videotape / photos • Worker interviews • Work samples • Metrics-Based Process Mapping (MBPM) 37
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- 39. Root Cause Analysis Do you THINK or do you KNOW? 39
- 40. PACE Improvement PrioritizationGrid 9 22 17 23 8 3 21 Easy 10 4 Kaizen Event – 13 5 Focus on “Easy” 15 & High Benefit Ease of Implementation 20 Improvements 14 19 1 16 7 6 2 11 18 12 Difficult Low High © Karen Martin & Associates, LLC Anticipated Benefit
- 41. Building a LeanEnterprise Flow‐Enabling Tools Process Stabilization Tools
- 42. Micro‐PDSA Cycle • Assess results What do others think? Does the improvement solve the problem? Does it need to be tweaked? 42
- 43. Standard Work Job Aid Criteria • Simple • Visual •Physical • Posted at point of use • Created by people who do the work and tested by others
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- 45. Checklists assure all critical tasks are done within defined timeframes
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- 47. Implementation = Training • Why training – Communicate new process – Distribute new procedures, aids, tools, etc. – Create confidence & competence among workers – Build sustainability • Potential training audience – Workers and their supervisors / managers – Downstream customers (if impacted by change) – Upstream providers (if input they provide will be changed) 47
- 48. Sustainability Plan Sustainability Plan Monitoring / Measurement Executive Sponsor Event Name Requirement Plan Value Stream Champion Event Dates Facilitator "Go Live" Date Identify process owner. Who has ultimate responsibility for how process is performing? Team Lead "Go Live" Location 30-Day Audit Date 60-Day Audit Date Observe process one day after event is over. Talk with Which Kaizen team member(s) will observe the process? How will they Communication / Training workers, assure they understand how process should communicate results? Who is responsible for adjusting the process, if Requirement Plan be performed; see if there are problems. needed? Provide training for those who missed initial training. Who will deliver it and when? Put in place key metrics to measure process Who is responsible for finalizing process performance metrics and by when? performance; post performance. Who leads identification of training that need to be updated (ongoing and for Integrate new process into ongoing department training. new employees), when will training be in place? Observe process one week after event is over. Talk Which team member(s) will observe the process? When? How will they with workers, assure they understand how process communicate results? Who is responsible for adjusting the process, if should be performed; see if there are problems. needed? Update Value Stream Map. Which value stream map(s) need to updated, who will do it and when? Will there be rewards / recognition for sustaining improvements? What will Define corrective actions required if new process not corrective actions be if workers are not following new process? Who will being followed (rewards and consequences). Update training records to reflect who has been trained. Who maintains training records? enforce these rewards/consequences? Monitor process performance frequently; post results Who monitors process performance on an ongoing basis? Who Communicate to affected parties who were not advised during event. Who communicates? How? To whom? put continuous improvement plans in place. communicates the results? When, to whom, in what format? Who will lead audit & when? How will results be communicated? To whom? Post the Event Report, 30-Day List, Sustainability Plan. Who is accountable? Where posted? Conduct 30-day audit. How will the process be adjusted, if needed? What's the plan for continuous improvement? Update SOPs and other ISO or regulatory documents Who identifies relevant documentation? Who updates it? By when? Who will lead audit & when? How will results be communicated? To whom? impacted by changes. Conduct 60-day audit. How will the process be adjusted, if needed? What's the plan for continuous improvement? Communicate and post 30-day and 60-day audit Who communicates? How? To whom? Where posted? results. Communicate audit results to stakeholders and Who communicates? Via what medium? leadership team. Communicate process performance measurement How is process performance going to be communicated to workers? Are plan. additional visuals needed? Who owns this activity? Value Stream Champion Process Owner Name Name Signature Signature Date Date
- 49. Proper Process ManagementAssures Sustainability & Continuous Improvement • All processes MUST have a process owner. – Closer than farther from the work. – Recognized as having the authority to lead improvement. • 2-5 KPIs for every major process. • Frequent measurement. • Visual display of the results. • Relentless pursuit of problems and/or “raising the bar” (continuous improvement). © Karen Martin & Associates, LLC 49
- 50. Spell-check Sheet Kaizen Event 30-Day List Executive Sponsor Event Name Value Stream Champion Event Dates Facilitator Team Lead Due Action Item Owner Owner's Manager Progress Comments Date 4 1 1 3 2 Progress Key 4 1 4 1 2 3 2 3 2 4 1 3 0% Complete 3 2 4 1 4 4 3 2 4 1 3 2 5 3 2 25% Complete 4 1 6 3 2 4 1 4 7 3 2 3 4 1 8 50% Complete 3 2 4 1 9 4 3 2 4 1 10 3 2 75% Complete 4 1 11 3 2 4 1 12 3 2 4 1 13 100% Complete 3 2 4 1 14 3 2 4 1 15 3 2 50
- 51. Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 [email protected] Twitter: @karenmartinopex Blog and/or newsletter: www.ksmartin.com/subscribe 51
- 52. Resources Just released! 2nd Edition October 2012