iSixSigma

Kaizen

Viewing 11 posts - 1 through 11 (of 11 total)
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  • #51054

    Tierradentro
    Participant

    Hi,
    Is Kaizen even for just find solutions or solutions should be implemented as well? I mean most of the times it is not possible to implement the solution in 5 days.
     
    Thanks

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    #176382

    Deborah McAllister
    Participant

    Hi John,
    There is a large amount of work that is done prior to the Kaizen event week. The planning is critical to the success of being able to implement a well thought out solution by the team. This past year I have worked with 6 manufacturing teams who have achieved about 90% successful completion of all required actions and 3 transactional teams who have achieved about 80% successful completion of all required actions.
    My Global organization, Hitachi Global Storage Technologies uses the Breakthrough Mgmt Group SCORE (SelectClarifyOrganize, Run, Evaluate) process.
    Good luck,
    Thanks,
    . . . Debbie
    Deborah McAllister
    Lean Facilitator and Six Sigma Black Belt,
    Process Excellence Office
    Hitachi Global Storage Technologies, Inc.
    3403 Yerba Buena Road, San Jose, CA 95135 USA
    E-Mail: Deborah.McAllister@HitachiGST.com
    Phone: (408) 717-5091
    Cell: (408) 500-2507
    VoIP: 122-5091
    “Today’s problems cannot be solved if we still think the way we thought when we created them.”
    – Albert Einstein
     
     

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    #176390

    Jeff
    Participant

    Debbie,
    Can you recommend some templates that can be used as roadmap to lead a Kaizen Event, such a transactional.
    I would appreciate your input and/or references.
    Thanks
    Best regards,
    Jeff

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    #176451

    Bill Fowlkes
    Participant

    At my company, we produce a Kaizen Newspaper at the end of the week to capture all the remaining open items.  The newspaper is a one page matrix showing the items, status, responsible person and a simple graphic to indicate progress to completion.
    We also schedule follow up meetings at 1 month and 3 months intervals.  The 1 month meetings are working sessions to track progress to completion, the 3 month meeting is to report progress to management.  At both meetings the kaizen newspaper (which is made on a poster size sheet of paper) is brought out and shared/updated.

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    #176474

    Bret
    Participant

    John,The beauty of Kaizen is that you not only develop solutions, but implement them as well. You should shoot for 80% implementation during the actual event. It may not be possible to implement the WHOLE solution in 5 days, but I guarantee that you can implement a lot of it. For example, if your solution yields a technology solution, the team can design the screens and business requirements during the event; if the solution involves restructuring physical workspace, ensure that you have facilities as an extended team member. You’d be surprised as to what you can get done in a few days. I was able to rearrange a whole department’s workspace into work cells over the course of a 4-day Kaizen focused on a transactional environment. When the team decided on the design, the facilities department worked to knock down and rebuild cubes, walls, etc while we completed the event. Best of luck with your improvement efforts!

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    #176775

    Tierradentro
    Participant

    Bret,
    I am a little bit puzzled, so not every improvement project can be done by Kaizen because 5 days is not enough to even re design an assembly line with 200 operators/  re design a product or not even selecting movers to move 200 ton machinery around the shop floor/ install and supply utility for CNC machines.
    Also, it seems that you and your team should have some ideas about the solution before joining together for 5 days event.
    All my improvement projects were either traditional Industrial Engineering (time study, line balancing, layout …) or Six sigma. I think I have done too many complex project (2-6 months)  so I can’t think other way.
     Thank you
     
     

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    #176776

    annon
    Participant

    As you would expect, it is simply an optimization of the three project management elements:  time, resources, and scope.  You simply adjust this combination to properly bracket your Kaizen expectations. 
    And Kaizens are simply 1-5 day events used to carry out a particular objective:  It can be used for a variety of exercises from a 5S event, to cell design, to matrial handling systems….or other non-LSS objectives.
    Don’t be fooled, there are mock-ups and debugging events that usually last 2-6 weeks as well as 30-60-90 day action plan that are often required to bring the large-scale changes to fruition.  Not to mention the planning – which can take up to 3 months or more and the inventory build-ups necessary to offset the downtime (if manufacturing-based).
    Also, when the risk of failure is acceptable (ie a transactional process that is easily manipluated), a rapid timeline for the event is usually encouraged with team members working 12-14 hour days so that maintenance can make the necessary physical layout changes in the A.M.

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    #176789

    Trainer
    Member

    Have prepared excellent slides on Kaizen,wish to exchange with you if you like
    thanks and regards

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    #176790

    Trainer
    Member

    It can go from 5 days to 30 days

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    #176791

    Chris Seider
    Participant

    You would be surprised at how much can be accomplished in a week.  Get a burning platform and an engaged, enabled process owner and an empowered team and even six sigma projects can be done in a week–never mind lean kaizen events that typically focus on waste issues. 
    Data is often the reason for slowness of projects.

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    #176842

    Tierradentro
    Participant

    Hi Trainer,  I would love to see the slides, my email is tttt3000@yahoo.ca
    Thanks
     

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