In a Lean Six Sigma deployment, kaizen events can be useful in the improve phase of the DMAIC roadmap, as described previously.
The generic steps when conducting a kaizen event follow. Appropriate modifications are made to these steps when executing an Integrated Enterprise Excellence (IEE) project execution.
1. Prepare and train the team
2. Analyze present methods
3. Brainstorm, test, and evaluate ideas
4. Implement and evaluate improvements
5. Present results and follow-up
The following should be considered in each of these steps:
1. During event preparation, identify problem cells and select the cell that will be given focus. This work should have been done in the early stages of the IEE project execution roadmap. Assemble the team. If necessary, conduct training on muda (waste), standardized work, and continuous flow.
2. The team analyzes during and after training the cell in action using a video tape. The team then analyzes the video to determine material flow, lead time, cell layout, process waste and other vital measurements. During this time they can generate a standardized work and work combination table. The team needs to record the current number of operations over time and defect rates. Photographs should be used to document the kaizen event.
3. The overall team is divided into smaller groups to discuss ways to improve the cell using the compiled work cell analysis statistics. Groups then test potential improvement tactics on the work cell, assessing their impact. The results from tested ideas are shared with other group team members. This keeps other groups from making similar mistakes and provides new idea inspiration. This cycle of brainstorming, testing, and evaluating may be performed many times before desired results are achieved.
4. After team has developed its plan for achieving results from the kaizen event, a maintenance request is generated, if necessary, where modifications are fully described so that management can authorize the changes. Improvements are made to the work cell and its processes. All personnel are trained in the new process by the kaizen event team members. After implementation, the improvements are monitored. Process is re-videotaped and re-standardized. Results are measured. Items that require additional time to be put into effect are placed on a 30 day list. Team is formed to ensure their completion.
5. Team members write up all improvement items. Teams are to compile results determining monetary savings, improved space utilization, and time reductions. Team members present to top management, making commitment to complete outstanding items. Management recognizes the team, making suggestions for the future. 30-day action items are implemented by the team. Final results are compiled. The process may be restarted.
The above is a modified excerpt from the book-volume, Integrated Enterprise Excellence, Volume III Improvement Project Execution: A Management and Black Belt Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard, copyright 2008.
This book and others in the IEE 4 book-volume series are available at book resellers such as Amazon.com.
Forrest Breyfogle
Forrest@SmarterSolutions.com
www.SmarterSolutions.com
on Jan 30th, 2010 at 12:21 am
[...] piece of paper with notes on it. They were from my parting comments to a kaizen event team that hadKaizen Events – Steps of Execution – as Part of a Lean Six …In a Lean Six Sigma deployment, kaizen events can be useful in the improve phase of the DMAIC [...]