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Kaizen Facilitator Training


Kaizen Facilitator Training Planning and Facilitating Rapid Process Improvement Events * * Kaizen Facilitator Training June 2014 This exercise is an expected Kaizen ... – PowerPoint PPT presentation

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Title: Kaizen Facilitator Training

Kaizen Facilitator Training
  • Planning and Facilitating Rapid Process
    Improvement Events

Learning Objective
  • Learn and practice basic facilitation skills
  • Learn the steps for facilitating a Kaizen event
  • Practice swim lane mapping

  • Day 1
  • Day 2
  • Welcome
  • Set team norms
  • Facilitator overview
  • Kaizen event overview
  • Planning a Kaizen event
  • Lunch (Noon to 100 p.m.)
  • Facilitation exercise
  • Debrief (Plus / Delta)
  • Holding a Kaizen event
  • Lunch (Noon to 100 p.m.)
  • Implementing changes
  • Studying results
  • Sustaining improvements
  • Process mapping exercise
  • Debrief (Plus / Delta)

  • Please share your
  • Name
  • Organization and role
  • Topic for your improvement project or why you are
    interested in becoming a Kaizen facilitator

Set Team Norms / Guidelines
  • Define team norms and their purpose
  • Inform participants that one of your facilitator
    responsibilities is to uphold the team norms
  • Do not force a group into a set list of team
    norms but have a list in your back pocket if
  • Ask participants if they need any norms clarified
  • Get visual agreement from participants to abide
    by and uphold the team norms
  • Establish a Parking Lot where you record items
    that are important, but off topic (define
    follow-up actions)

Common Team Norms
  • Attend all meetings, be on-time and follow the
  • Share your experience and knowledge
  • Listen first, evaluate later
  • Dont be afraid to ask questions
  • Focus on the problem or issue not the individual
  • Only one person should talk at a time avoid
    private conversations
  • Set cell phones on silent and check messages at
  • Keep an open mind to change
  • What is said here, stays here (Vegas Rule)
  • Voice your concerns do not leave in disagreement
  • Be positive and supportive

What is a facilitator?
  • Neutral convener who manages the structure needed
    for effective human interactions (virtual or
    in-person) so meeting outcomes are achieved
    within designated timeframes.

Benefits of facilitation
  • Increased engagement of participants
  • More focused and productive meetings
  • Clarity on areas of agreement and disagreement
  • Conflicts managed by a neutral convener
  • Improved decisions
  • Increased buy-in and support
  • Enhance relationships and trust

Facilitator responsibilities
Attributes of a good facilitator
  • The facilitator should
  • Be positive
  • Be clear about instructions and expectations
  • Recognize progress
  • Know when to instruct, facilitate and intervene
  • Sense the mood of the group
  • Encourage and value all opinions
  • Be objective, and non-judgmental

Facilitator tips
  • DONT
  • DO
  • Do clarify the purpose, outcomes, process for
    the meeting
  • Do define what decisions will be made and who and
    how decisions will be made
  • Do encourage full participation Lets hear from
    someone who hasnt spoken for a while
  • Do maintain neutrality
  • Do ask people to expand on general statements
  • Do probe for understanding agreement
  • Do check-in with participants and take breaks
    when people are tired
  • Do give warning when the time to complete the
    conversation is near
  • Dont assume people know why they are meeting and
    what they need to accomplish
  • Dont let one or a few people dominate the
  • Dont favor the best thinkers
  • Dont offer your opinions or engage in the
  • Dont interrupt
  • Dont rush or pressure the group Silence usually
    means people are thinking be patient
  • Dont say, Ooh, good one! or Hey, you dont
    want me to write that down, do you?

Kaizen Event
  • A 1-5 day facilitated, rapid improvement project
    that engages the creativity of a team to remove
    waste from a process and enhance customer value.

Lean Methodology
Challenge the status quo
Validate assumptions
Following the Lean methodology ensures knowledge
creation and continuous improvement
Kaizen Event - Plan Phase

Plan Select the project (define the business issue/case)
Plan Define project scope and goals (Project Charter)
Plan Identify and prepare the team
Plan Schedule kickoff/pre-work and event meetings and venues
Plan Collect information and data and hold kickoff/pre-work meetings
Communicate! Communicate! Communicate!
Project Selection Criteria
Alignment Strategic importance - project links to strategic priorities and goals and will position the organization for future success
Impact   Project will benefit a large number of stakeholders/customers Process involves a lot of internal resources to administer Process is important and has high visibility to stakeholders/customers
Need Public perception/pressure regarding the need for improvement Process is not working well (customer complaints, rework, defects, unhappy staff) It is a core business process that affects many other processes.
Ability Staff have the time and resources (equipment, materials, training, facilitation support) to participate in the project and implement changes Data is available to understand the current situation and track performance
Willingness Manager is committed to making needed changes Employees are willing to serve on a project team and implement project changes Employees are dissatisfied with the current state (i.e., pain level is high)
Project Selection Tips
  • Clear start and end points (can be described as a
  • Easily identifiable internal and external
  • Improvement can be measured
  • Start with quick wins before tackling larger
  • Determine the appropriate project method and set
    of tools for achieving desired results

Improvement Project Types

Defining Project Type
Scope the Project
  • Define what is IN scope
  • What is the first step of the process?
  • What is the last step?
  • Define what is OUT of scope

Project Scoping Tips
  • How big is too big? (rule of thumb if there are
    10 or more functions, reduce the scope)
  • Adjust the scope if you do not have the current
    state process documented by mid-morning of Day 2
  • Use a SIPOC diagram

Supplier Inputs Process Outputs Customer
Set Goals Complete a Project Charter
  • Establish SMART goals (time, defects, FPY)
  • Set the bar high! (50 reduction in lead time)
  • Goals should be clear, and easy to communicate
  • Goals should be set by the project sponsor
  • Complete a project charter

Project Charter

Define and Prepare the Team
  • Team Roles
  • Sponsor
  • Team leader
  • Facilitator
  • Team members

Commitment is needed from everyone!
Sponsor Responsibilities
  1. Create or ratify project scope and goals
  2. Select the team leader, facilitator, and team
    members (often with team leader)
  3. Invite team members and communicate project to
    key stakeholders transparency is key!
  4. Kickoff the event with words of support
  5. Stay involved with the team and attend check-in
    meetings at the end of each day
  6. Attend final presentation and recognize team
  7. Ensure improvements are implemented and sustained

Team Leader Responsibilities
  1. Assist on scope, goals, and defining team members
  2. Gather process information and data
  3. Schedule kickoff and event meetings and venues
  4. Help the facilitator with team member involvement
  5. Lead check-in meetings
  6. Coordinate implementation of action plan
  7. Trouble shoot and bring issues to sponsors
  8. Monitor progress and performance
  9. Ensure standard work is followed and sustained
    and results achieved

Facilitator Responsibilities
  1. Help the sponsor and team leader define and
    prepare for the kaizen event
  2. Facilitate the event
  3. Train on Lean principles and tools
  4. Work with the team to provide deliverables
  5. Support implementation and sustainment

Facilitator Planning Tasks
  • Work with a potential sponsor to find a good
  • Help the sponsor determine who the team leader
    should be
  • Help the sponsor and team leader establish
    appropriate goals for the event
  • Help the sponsor and team leader identify team
  • Arrange for project supplies and materials

Arrange for Supplies and Materials
Item Price
Paper Bond, 36 X 150 ft. (white butcher block paper for swim lane map) 15.00
Mailing Tape (2 inch width) or 1 magic tape 2.50
Magic (blue) Tape or masking tape (1 inch width) 2.00
Fat Tipped Colored Markers (e.g., Mr. Sketch 12 set) 6.70
Black Sharpie Fine Point Markers (6 markers) 4.00
Light yellow Post-it notes (3x3 14 note pads) 14.40
Colored Value Pack Post-it notes (4 bright color not pack pads) 18.50
Easel Pad Poster Paper (post-it style 25x30 40 sheet flip chart pad) 17.00
Laptop and projector with necessary chords may need portable speakers, DVDs and DVD player, camera
Name tents, paper, handouts, PowerPoint agenda, training, report out
Facilitator Training Tasks
  • Train team members on
  • Lean principles and tools (7 wastes, 5S, Kaizen,
    standard work, 5 Whys)
  • How to process map
  • Brainstorming rules and process
  • Affinity Diagram (organizes ideas)
  • Future/creative thinking (brain gym, Power of
    Future Conversation video, Embracing Change)
  • Prioritizing ideas (Criteria Decision Matrix)

Facilitator Communication Tasks
  • Develop a communication plan with the sponsor and
    team leader
  • Prepare project messages (e.g., project
    announcement, project invitation, team
    preparation, report out invitation)
  • Manage the schedule, participation, and progress
    each day
  • Capture and record decisions, and prepare the
    report out document with the team
  • Attend check-in meetings to ensure good
    communication between the team and sponsor

Selecting Team members
  • Team typically consists of
  • Process participants Include information
    suppliers, and end of process customers if
  • Technical support IT, facilities, Internal
  • 1 outside set of eyes Not essential but good
    idea if team size allows

Team Member Responsibilities
  • Knowledge and expertise on the current process
    (may also want a person from outside of the
    process to provide a fresh perspective)
  • Use data to understand and solve problems
  • Ability and willingness to participate are they
    open to change or a CAVE dweller?
  • Create and abide by team ground rules
  • Develop project deliverables (future state
    process, action plan, report out presentation)
  • Implement action plan and sustain improvements

Schedule Meetings
  • Reserve rooms and peoples schedules 4-6 weeks
    prior to the event (including Kick-off meeting)
  • Event venue criteria
  • Isolated - quiet for work and not disturbing
  • Lots of available wall space
  • Technology for training
  • Provides access to process materials and

Collect Information and Data
  • Team leader collects process data
  • Volumes ( processed per month, year)
  • Current metrics relevant to the process (time,
    first pass yield, rework, customer satisfaction)
  • Forms/databases used in the process
  • Defects External, re-work
  • Customer needs and requirements (CTQ)

Hold Kickoff Meeting (1-2 hours)
  • Purpose Get everyone on the same page
  • Sponsor Kickoff (business issue and anticipated
    customer and staff benefits)
  • Review project charter roles and
    responsibilities including time commitment
  • Answer team members questions
  • Sign Project Commitment
  • Provide Lean overview training

Communication is Key!
  • Identify key audiences for the project and what
    they may need or want to know and how best to
    deliver the information
  • E.g. Let leaders and staff know that you are
    engaging a team to recommend changes to improving
    the process share the process goal and timeline
    who is involved, and who they may contact with
    questions, concerns and advice.

Communicate before, during and after the event
Establish a Communication Plan
Audience Message Purpose and Content Delivery Format Sender Date

Advice - Plan Phase
  • Use a project charter and sign a project
  • Do not use a kaizen event to address employee
    performance issues
  • Include someone from outside the process on the
  • Clarify team member time commitment before,
    during after
  • Educate/coach sponsors to manage their
  • Solicit input from staff and stakeholders upfront
  • Provide an avenue to report concerns, questions,
    and improvement ideas before, during and after
    the project
  • Publicize the project it shouldnt be a secret!
  • Conduct sponsor check-ins (answer ?s, avoid

White Albatross exercise
  • Please circle the appropriate response that
    follows each question (10 questions per Round and
    4 Rounds 40 total questions), where
  • T statement is true
  • F statement is false
  • ? story does not contain sufficient
    data/information to respond true or false
  • Exercise Conditions
  • Individually complete the assignment
  • Stand up when you are facilitating
  • Maintain neutrality
  • Everyone facilitates

White Albatross reflection
  • Which was higher, the individual score or the
    team score?
  • What is the value of team deliberation?
  • What was it like to facilitate?
  • How would you rate your neutrality?
  • How can you improve your facilitation skills?

White Albatross
Plus / Delta
Plus Delta
What did you like? What didnt work for you (was difficult, unclear, etc.)? What changes should we make for the future?
Kaizen Facilitator Training
  • Day 2

Kaizen Event Do Phase

Do 6. Map and characterize current process
Do 7. Identify process strengths and wastes
Do 8. Brainstorm, evaluate and select solutions
Do 9. Map and characterize future process
Do 10. Define performance measures
Do 11. Prepare an action plan, include quick wins
Do 12. Prepare, rehearse and deliver report out presentation Celebrate!
Do 13. Implement action plan
Hold the Kaizen event
  • Every Kaizen event is different. It follows a
    well-established script, but the flow, and
    outcomes are always different. Facilitators need
    to be flexible but consistent.

Agenda Day 1
  • Welcome (ice breaker)
  • Set team norms
  • Lean overview training (if not provided at
    Kickoff meeting)
  • Prepare a SIPOC diagram (larger projects)
  • Identify customer requirements
  • Training on how to process map
  • Map current state process
  • Debrief (Plus / Delta)
  • Sponsor Check-in meeting

Theme learning discovery
Customer Requirements
Customer /Stakeholder Group Needs and Preferences

  • List end-user customers first
  • You may need to segment end-user customers
  • Define needs using data, surveys, interviews,
    focus groups, observation
  • Ideally, collect customer requirements in advance

Process Mapping
  • Reasons, formats and steps for documenting work

What is a Process?
  • Process a series of steps/tasks to achieve a

Benefits of Documented Processes
  • Staff and customer clarity on the content,
    timing, sequence, and outcome of each process
    step (i.e., standard work)
  • Staff clarity on who is responsible for each step
    and how long it should take to complete each step
  • Standard work makes it easy to deliver consistent
    services/products to customers
  • Ability to measure progress and performance
  • Easier to onboard/train new employees
  • Easier to improve service quality and efficiency!

Process Mapping Formats
  • Process documentation table
  • Good for capturing tasks, decisions, and process
    issues prior to a process mapping session and
    good for documenting standard work
  • Spaghetti map
  • Good for showing physical movement of people and
  • Flow chart
  • Good for showing tasks and decision loops
  • Value stream map
  • Good for showing where value is created,
    highlighting improvement opportunities, and is
  • Swim lane map
  • Combination of a flow chart and value stream map
    - good for showing who performs which tasks and

Process Documentation Table
Task / Decision Who When Task Time Form Observation / Comment
1. Get mail
2. Sort mail
3. Open bills
4. Is bill complete and accurate?
If yes, send payment
6. If no, call company to resolve
Flow Chart
Get Mail
Wait for Due Date -5
Call Company To Resolve
Put in Envelope Attach Stamp
Write Check Due Date on Envelope
Open Bills
Spaghetti Map
Value Stream Map (VSM)
CA Percent complete and accurate is a metric
of the work that is error free (i.e., complete
and correct the first time through and never
returns again) relative to total work in that
process step (AKA First Pass Yield).
Swim Lane Map
Swim Lane Map Key

Task (Time)
Wait (Time)
Storage Location
Mapping Tips
  • Every time you change lanes, theres a handoff
  • With every handoff, there is almost always a wait
  • Putting information into storage requires a task
    and file/store denoting the storage location
  • Subsequent tasks appear to the right of the prior
    task, unless the task occurs simultaneously
    (e.g., meeting attended by multiple people).
  • After you have finished mapping assign average
    times, or use worst and best case scenarios for
    each wait and each task.
  • 9010 Rule - When mapping, consider what happens
    the majority of the time. Dont focus on the
  • Identify value added steps

Process Documentation Questions
  1. What is the purpose of the process
  2. Who is/are the end-user customer(s) for the
    process and what are/is their needs or
  3. What is the first step What is the next
    step, etc.
  4. Do you use any physical or electronic forms for
    the step
  5. On average, how long does it take to complete the
  6. What percent of information is complete and
  7. Where does the information go from here

Walk the Process
From the beginning.
To the end
  • Passing transactional tasks to another department
    of person

Missing or incomplete information
A requested option was not included on the order
  • First Pass Yield (FPY) Percent of times that
    the information is accurate and complete

  • For someone to make a decision, do a task, etc.
  • Assign the wait to the swim lane that is
    responsible for the wait

  • Reviewing employees work

  • Multiple copies or locations for physical or
    electronic forms

Order Entry Shipping Department Sales
System Requirements No Value
  • Entering information for the sole purpose of
    making the business system work.

Characterize the process
  1. What forms, tools, or systems does each step use?
  2. How long does each task and wait take?
  3. How many steps, waits, storage, handoffs, and
    decisions are there?

Process Data
Current State Current State
Qty. Time
Change (Current hours Future
hours)/Current hours) x 100
  • reduction in lead time
  • reduction in task time

Process Characterization
It took. 44 Process steps 5 People involved 8
Waits 1897 of travel 2-4 weeks to complete (lead
/ elapsed / cycle time)
Create Current State Map

Agenda Day 2
  • Review agenda, team norms, and check-in report
  • Complete current state map
  • Assign task and wait time characterize process
  • Identify strengths and wastes (OFIs)
  • Provide training on the ideal process
  • Brainstorm ideas to improve the process
  • Debrief (Plus / Delta)
  • Sponsor check-in meeting

Theme analysis brainstorming
Document Process Data
Current State Current State
Qty. Time
Change (Current hours Future
hours)/Current hours) x 100
  • reduction in lead time
  • reduction in task time

Document Process Observations
  • Strengths
  • Weaknesses (OFI)
  • Where does the process work well?
  • What are value-added steps?
  • Where are the 7 wastes?
  • Overproduction
  • Waiting
  • Transportation
  • Extra processing
  • Inventory
  • Motion
  • Defects
  • Underused creativity!

  • Creating our Future State

The Ideal Process
  • Is completed entirely by one person
  • Is completed one at a time (no batching)
  • Is completed as soon as the request is made
  • Is completed without interruption
  • Is completed with the information provided
  • Is completed correctly
  • It never returns

Barriers to the Ideal Process
  • Poor Information
  • Missing information
  • Inaccurate information
  • Assumptions
  • Poor Information Flow
  • Hand-offs
  • Waiting
  • Poor sequence
  • Confusion on flow
  • Linear processing
  • Organizational structure
  • Information/Knowledge silos

Eliminate Missing Information
  • Can be the result of long lead times, and usually
    the cause of longer lead times (Catch 22)
  • Require all information from the customer before
    the job launches (dont enable bad behavior)
  • Put in hard stops that dont allow partial
    information (online hotel reservations)

Eliminate Inaccurate Information
  • Use menus where a small number of choices exist
  • Only collect the information you need
  • Clearly define the information you need
  • Create a review process with the customer before
    the job launches
  • Create and report on measurements for information

Validate Assumptions
  • Assumptions are usually the result of incomplete
    information, or information that does not arrive
    when it should
  • Assumptions will usually add defects to the
  • Reduce the need for assumptions by getting the
    right information at the right time

Eliminate Poor Information Flow
  • Reduce handoffs, which will reduce waits
  • Ask and challenge responses to Can fewer people
    perform more steps in process?
  • Give permission for people to take on more
    process steps.
  • Provide training to help people take on new

Eliminate Poor Information Flow
  • Make sure clear, accurate information is gathered
    at the earliest possible step of the process
  • Identify parts of the process that can be done at
    the same time (concurrent)?
  • Document standard work and note exceptions to the
    typical process.

Eliminate Poor Information Flow
  • Structure/silos do they know what I need.do I
    know what they need?
  • Is control affecting the process. This is mine,
    you cant have it?
  • Is trust (you cant be trusted to do this job
    correctly) an issue?
  • Takt time

Takt time
  • The average rate at which the customer requires
    the product or service (i.e. /day or /hour)
  • Example The finance unit receives 30 invoices to
    pay each day

Takt time example
  • 7.5 work hours per day (450 minutes)
  • 30 invoices must be processed daily to avoid a
    backlog (WIP)
  • To meet Takt time, 1 invoice must be completed
    every 15 minutes (450/30)
  • In a single, linear process no step can take
    longer than 15 minutes

Average staff invoice processing time
Time (minutes)
Takt time15 minutes
What does the chart tell you?
Tracking Work-in-Process (WIP)
WIP Backlog
Days to process backlog
Preparing for Future State
  • Use a video or group exercise to help the team
    prepare for thinking in the future - BHAGs
  • Advise them to think of No or Low cost ideas
  • Embracing Change video and reflection

Improvement Strategies
Handoffs and batching are common barriers to
process flow
Brainstorming Guidelines
  1. Defer judgment
  2. Strive for quantity
  3. Seek unusual and wild ideas
  4. Combine and build on ideas

Brainstorming Steps
  • Record as many practical and wild ideas as
    possible that will remove wastes and move the
    process towards the ideal.
  • Meet with one/two team members to come up with an
    unduplicated ideas list.
  • Select 2 ideas that are most different or unique
    ideas are recorded by facilitator.
  • Select next 2 ideas that have not been stated
    until all ideas have been recorded

Number each idea for easy reference when
Affinity Diagram
Organizes LARGE GROUPS of information
Agenda Day 3
  • Review agenda, team norms, and check-in report
  • Evaluate and select improvements
  • Take Team photo
  • Map the future state process
  • Assign task and wait time characterize process
  • Identify performance measures
  • Prepare an Action Plan
  • Debrief (Plus / Delta)
  • Sponsor check-in meeting

Theme change
Prioritize Ideas

Quick Win

Quick Win
Impact and Difficulty Matrix for prioritizing
Future State Mapping Tips
  • As facilitator try to insure every task is
    value-added. Challenge the this is what we do
    now, with, how do we want to do it
  • Make sure sequence contributes to getting good
    information as early in the process as possible
  • Establish wait time based on what is reasonable,
    but aggressive and consistent

Future State Map

Calculate Expected Improvement
Current State Current State Future State Future State
Quantity Time Quantity Time
  • ltgt reduction in lead time
  • ltgt reduction in task time

Change (Current hours Future
hours)/Current hours) x 100
Develop an Action Plan

What Who When Resources (Status)
Green on schedule, Yellow slightly behind
schedule, Red significantly behind schedule
Implement the Action Plan
  • Include in your action plan how and when you will
    monitor performance.
  • Have a strategy for identifying and resolving
    issues, including resistance

Agenda Day 4
  • Review agenda, team norms, and check-in report
  • Finish up work from the prior day
  • If there is time
  • Identify project risks and prepare mitigation
  • Revise forms/templates
  • Prepare communication plan
  • Implement Quick Wins
  • Prepare report out presentation
  • Rehearse report out presentation
  • Deliver report out presentation
  • Celebrate!

Theme sustainment sharing
Report Out Presentation Example
  • Show video

Post Event Facilitator Actions
  • Give documentation to Team Leader (e.g., process
    maps, poster documentation)
  • Send thank you/summary message may include
    project documentation (e.g., project summary,
    process handbook, etc.)
  • Conduct 30, 60, 90-day status reports with
    sponsor and team leader

Advice - Do Phase
  • Create enforce team ground rules
  • Provide just-in-time training
  • Reduce the project scope - if you need to
  • Prioritize ideas based on impact ease of
    implementation ()
  • Provide snacks and have fun during the event!
  • Make the action plan accessible and easy to
  • Manage resistance
  • Expect and plan for challenges
  • Hold yourself and others accountable
  • Reward and recognize people for bringing up

Kaizen Event - Study Phase
Study 14. Monitor performance (results achieved?)
  • 30, 60, 90-day status meetings with sponsor
  • Assess results and capture learning
  • Was the plan followed? (Yes or No) and Why?
  • Were desired results achieved? (Yes or No) and

Advice Study Phase
  • Hold weekly or daily action plan status meetings
  • The sponsor should check to see whether the
    action plan is being implemented
  • If the team runs into resistance or roadblocks
    the sponsor needs to get involved go to the
    Gemba (See, Ask, Lean, Show Respect)
  • Monitor the demeanor of staff are they
    energized or disheartened?
  • Focus action plan discussions on yellow and red
    status tasks

Kaizen Event Act Phase
Act 15. Adjust actions and sustain improvement
  • Adopt, adapt, or abandon the approach.
  • Document the future process and centrally store
    process maps transfer process sustainment to
    process owner
  • Include in the action plan how and when you will
    review the process.
  • At least annually revisit the process to assess
    opportunities for improvement (OFIs).

Document Standard Work
Title Date
Department/Office Owner
Process Purpose/ Description Process Purpose/ Description
Ideal Process / Desired Future State Ideal Process / Desired Future State
Scope (first and last step in process) Scope (first and last step in process)
References (applicable federal, state and district requirements/policies/procedures) References (applicable federal, state and district requirements/policies/procedures)
Customers (from SIPOC Diagram)  Customer Requirements Suppliers (from SIPOC Diagram) Supplier Requirements
Tool/Equipment Requirements Templates and Forms (inputs outputs)
Process Map/Steps Roles and Responsibilities (RACI Diagram)
Glossary Training
Performance Measures (2-3 success indicators) Performance Measures (2-3 success indicators)
Advice Act Phase
  • Sustaining improvement is often the most
    difficult part make sure people do not slip
    back to the old way of doing things
  • When results are not sustained
  • Performance potential is not realized
  • Momentum is lost
  • Credibility diminished
  • Cynicism and frustration increases
  • Status quo prevails
  • Expect to improve a process multiple times (3-5
    times) to remove wastes and get closer to the

Kaizen Event Recap

Plan 1. Select the project (define the business issue/case)
Plan 2. Define project scope and goals (Project Charter)
Plan 3. Identify and prepare the team
Plan 4. Schedule kickoff/pre-work and event meetings and venues
Plan 5. Collect information and data and hold kickoff/pre-work meetings
Do 6. Map and characterize current state process
Do 7. Identify process strengths and weaknesses (wastes)
Do 8. Brainstorm, evaluate and select solutions
Do 9. Map and characterize future state process
Do 10. Define performance measures
Do 11. Prepare an action plan, including quick win solutions
Do 12. Prepare, rehearse and deliver report out presentation Celebrate!
Do 13. Implement action plan
Study 14. Monitor performance (were goals/desired result achieved?)
Act 15. Adjust actions as needed and sustain improvement
Project Success Conditions
  1. Visible and engaged management that communicates
    a clear business case and anticipated project
    impacts to staff who may be impacted by the
  2. Skilled event team leader and facilitator
  3. Clear, reasonable plan and schedule for the
  4. Sponsor, team leader and team member commitment
    to improvement and holding themselves and others
    responsible for follow through on assignments
  5. Clear roles and responsibilities before, during
    and after the project
  6. Information/data is collected to understand the
    current situation and inform decisions (may
    require pre-work before event)
  7. Standard work is developed and disseminated
    (training provided if needed)
  8. Supervisor holds team members responsible for
    complying with standard work and manages
  9. Results are measured and evaluated
  10. Team leader and sponsor timely respond to
    problems and issues

Mapping Exercise
  • Swim Lane video
  • Mapping exercise
  • Team and group debrief

Parting Advice
  • As new facilitators, co-facilitate with some one
    more experienced
  • Dont give up
  • Have fun, if youre not having fun the team isnt
    having fun
  • Questions?

Kaizen Resources
  • Checklists, training PowerPoints, and other
    materials can be found on Resources tab at

Plus / Delta
Plus Delta
What did you like? What didnt work for you (was difficult, unclear, etc.)? What changes should we make for the future?
Stay Connected!
  • Minnesota Office of Continuous Improvement
  • Dept. of Administration, State of Minnesota
  • MN.gov/Lean Lean_at_state.mn.us
  • Mary Jo Caldwell CI Director
  • Office 651.201.2560 Mary.Jo.Caldwell_at_state.mn.u
  • Cristine Leavitt Lean Expert
  • Office 651.201.2567 Cristine.Leavitt_at_state.mn.u
  • CI Users Group (MN.gov/Lean)
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