KAIZEN
A Simple Approach to Improving
Research Administration
Processes
Good Change
Kai = change
Zen = good
A journey of a thousand miles begins with a
single step.
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Kaizen
An inclusive philosophy and practice of
productive improvement, which is made
incrementally and continuously.
A transformative approach to improving
quality while reducing costs.
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Principles of Kaizen
 Participation, empowerment
 Define, monitor and redefine standards
 Steady, constant
 Small, incremental change
 Root cause analysis
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Kaizen
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Value
Quality
Dependability
Discipline
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Kaizen
 Discipline
And the value of teams.
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Kaizen Practices
Plan > Do > Check > Act >
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PLAN: ID the problem, suggest suggestions;
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DO: Implement;
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CHECK: Measure and assess, seek feedback;
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ACT: Evaluate; design improvements.
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Kaizen Practices
Plan > Do > Check > Act >
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Kaizen Practices
 Focus on the Process
 Challenge the Status Quo
 Emphasize Training (Learning
Organization)
 Invite Feedback
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Kaizen Practices
 Feedback
Improvement is everyone’s responsibility.
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Lean
Improvements are designed to create
value by eliminating waste.
Waste = additional resources (time, money,
activity) that do not create any value to the
customer.
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Lean
Goal of engaging in the Kaizen practice is
not perfection, rather it is about achieving
excellence
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Mura Muri Muda
 Uneveness (Mura)
 Overburden (Muri)
 Waste (Muda)
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Muda
Examples of Administrative Waste
Errors
Bureaucracy (e.g. approvals)
Excess Documentation
Contramuda = JIT, modular budgets, SNAP
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3ps
 People (Initiative, Self-Direction,
Alignment)
 Purpose (A different kind of why?
Adding value)
 Process (Design, make, use, improve)
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Kaizen Initiative
People
Teamwork
Problem Solve
Cross-functional
Empowerment/Autonomy
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3ps
 People
“Think, think, think….”
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5S
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Sort (organization)
Straighten (orderliness)
Sweep/Shine (cleanliness)
Schedule (Standard maintenance of
organization, orderliness, cleanliness)
 Sustain (habit of standardization)
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Simplicity, Utility
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Kaizen Systems
The practice serves as system for obtaining an
objective or completing a task by aiding:
o
o
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o
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Precision
Consistency
Efficiency
Adjusting to Scale
Training & Education
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Standard Operating Procedures
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Represents “best practice” for the task
Provides baseline for improvement
Articulates objectives
Prevents Errors
Provides Training
Preserves Expertise
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Case Study – Fund Setup Form 2006
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Case Study – Fund Setup Form
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Sponsored Activities Administration
Where are you in the process?
Department
ORSP
Research Finance
Department
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Sponsored Activities Administration
Identify a specific problem or area for improvement?
Ask the Five Whys
oInsufficient information is being communicated. (The
Problem)
oWhy? - The form doesn’t have the corrected data . (first why)
oWhy? –It’s an old form. (second why)
oWhy? – We don’t have the right template. (third why)
oWhy? – We don’t have the right software. (fourth why)
oWhy? – We didn’t upgrade to take advantage of technology.
(fifth why, a root cause)
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Sponsored Activities Administration
When why gets in the way….
Ask How
If the whys are strong enough you’ll find a way to how.
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Sponsored Activities Administration
Add some Does
Does it make the job easier?
Does it make the job safer (more compliant)?
Does it make the information more clear?
Does it help avoid errors?
Does it remove a barrier or layer?
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Sponsored Activities Administration
Goals
Add value for the customer and/or
Relieve the burden on the customer
Manage & Improve
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Sponsored Activities Administration
Lead as if you have no power.
Knowledge of the work;
Knowledge of job responsibilities;
Teach;
Adapt
Celebrate the small successes!
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Alignment
and
Control
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Make Things Better
Kai = change
Zen = good
Start the journey now.
Namaste
Spring 2013