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.
