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Kaizen 57wK Training Material

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8 views

Kaizen 57wK Training Material

Uploaded by

yohannesafework07
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 11

9/4/2014

The Kaizen Process


October 1, 2014, 8:30-10:30 AM
Amanda Hollis, Washington County
Judith Knight, Hennepin County
Kerri Sutton, Hennepin County
* Some of the information presented was taken from Minnesota Enterprise Lean materials

About us and the agenda


• Introductions
• What we’ll cover this morning:
▫ Basics of Lean
▫ Kaizen events
 Kaizen 101
 “Real Life” account of Kaizen
• Questions

Familiar with these symptoms?


• Waiting for someone else to finish their work or
return something before you can begin your
work?
• Ever felt the current way of doing something
takes too long or is too cumbersome?
• Have you missed deadlines or had paperwork
get lost?
• Experienced irritated customers or clients
frustrated by the confusing instructions or the
long waits to receive service?

1
9/4/2014

What is Lean?
• Historical background
• Time-tested set of tools
• Organizational desire to improve its operations
• Engages employees to reduce waste and defects
within a process
• Increases productivity, reliability, staff morale,
and customer service

Lean
• Emphasizes:
▫ Efficiency
▫ Reducing cost and time
▫ Taking Action
• It is not:
▫ An acronym
▫ A fad
▫ A quick fix
▫ An org shuffle
▫ Easy

Foundations of Lean

• Seven Wastes
• 5S
• Standard Work
• Tool: Kaizen Event

2
9/4/2014

7 Wastes (+1)
• Defects
• Transportation
• Waiting
• Overproduction
• Inventory
• Motion
• Extra processing
• Underutilized creativity

Examples of waste
• Paperwork sent to the wrong building and
having to resend it to the correct building
(transportation)

• Need only 54 copies of a presentation, but print


60 “just in case” (overproduction)

• Standing up and walking to get files 15 times a


day, when the file drawer next to you is full of
files you access only once a month (motion)

Examples of waste continued…


• Multiple inspections (extra processing)

• Something isn’t done right the first time causing


re-work, creating a backlog, an unhappy
customer, and more staff time and cost to
complete something (defect)

3
9/4/2014

5S
• Methodology for creating a
clean, safe, orderly, high
performance work environment

• Benefits:
▫ Enables everyone to “see” waste
▫ Creates discipline in the process
▫ Enables productivity gains
▫ Enables safety improvements
▫ Enables delivery improvements

5S
• Sort
• Set in order
• Shine
• Standardize
• Sustain

5S
• Sort – necessary and unnecessary items and
information
• Set in order – organized, accessible, a specific
place for everything
• Shine – cleaning an area top to bottom and
maintaining its appearance on a daily basis
• Standardize – Makes first three S’s a habit
• Sustain – Effective, on-going application of 5S

4
9/4/2014

Standard Work
• Simple written description of the safest, highest
quality, and most efficient way known to
perform a particular task

• Reduces variation, increases consistency

• Expected to be continually improved

Standard Work
• Define tasks and determine appropriate
requirements for the document
• Gather information
• Create the document
• Train supervisor on the standard work
document
• Train employees to do the work
• Run process and observe the results
• Make adjustments and modifications

Kaizen Events
• A combination of two Japanese symbols for
“change” and “good,” most commonly translated
as “change for the better”

• A facilitated, rapid improvement event

• Employee-drive improvements

5
9/4/2014

2-5 day improvement event


• Map a current process
• Identify waste
• Brainstorm improvements
• Map future process
• Assign tasks/create an
action plan

Kaizen event roles


• Facilitator
• Sponsor
• Team Leader
• Team Members

Kaizen planning
• Scope
• Goals
• Parameters
• Parking lot

6
9/4/2014

Selecting the Progress


• Alignment
• Impact
• Need
• Willingness

Using Kaizen
• Benefits
▫ Learn as you go
▫ New process created within a week
▫ Learning opportunity for people to see an entire
process
▫ Minimal materials are needed to have an event
• Challenges
▫ Change management can be a lot for some
▫ Upfront time commitment can be tough

Lean and Kaizen Training


• Questions about this presentation? Contact:
[email protected]

• Free Lean and Kaizen Facilitator training from


Minnesota Office of Continuous Improvement
(formerly Minnesota Enterprise Lean):
http://mn.gov/admin/lean/training/courses/index.jsp

7
9/4/2014

Real Life Account of Kaizen

• Introductions
• Our Kaizen Event
▫ Video
▫ Background
▫ What led to the Kaizen event?
▫ What did we focus on?
▫ Outcomes

Humorous Example of Waste

• Toast Video #1
• Toast Video #2

Background
• How our Kaizen Event differed from a “typical”
Kaizen Event

• Efficiencies Committee
▫ Why committee was formed
▫ Time spent on committee
▫ Lack of progress

8
9/4/2014

What led to the Kaizen Event

• Management brought Kaizen Event possibility to


the committee
• Bringing our teams on board with the Kaizen
concept
• Pre-Work and Survey
• Meeting with Kaizen coordinators
• Planning for our absences

What did we focus on?

• Goals
▫ Increase collection rates
▫ Improve client service
▫ Decrease staff stress

Outcomes

• New caseload design


▫ Moving from all Interstate case types combined to
separating caseloads by NCP in MN and NCP not
in MN.
▫ Added specialty caseloads (NCP on PA,
Suspended/Reserved orders and Contempt)
▫ Results in more focus on the type of casework that
needs to be done.

9
9/4/2014

Outcomes
• Initiating Caseload Collections
70.00%

60.00%

50.00%

40.00%

30.00% 2013
20.00% 2014

10.00%

0.00%

• Unable to compare Outstate collections to 2013

Outcomes
• Responding Caseload Collections
80.00%
70.00%
60.00%
50.00%
40.00%
2013
30.00%
2014
20.00%
10.00%
0.00%

• Unable to compare Outstate collections to 2013

Outcomes

• NCP on PA and Suspended/Reserved Orders


▫ No data yet but the focus is now on AMPP, Review
and Adjust referrals and client outreach.

• Contempt Referrals
▫ All of 2013 we had approximately 24 contempt
referrals
▫ 2nd Quarter 2014 we had 23 contempt referrals

10
9/4/2014

Outcomes

• Staff Stress
▫ Survey Results
 Indicated that stress is down
 Ability to complete work is up
 Job satisfaction is up

Questions

• Questions about this portion of the


presentation? [email protected] or
[email protected]

11

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