8 Things To Avoid To Make Your
Kaizen Successful
Presented by
Jeff Hajek
Gotta Go Lean
Tim McMahon
A Lean Journey
Version 4/14/2011
Introduction
改
善
Kai
Zen
Change
Good
Forms of Kaizen
Daily
Improvement
• Everyday involvement of team members
• Powerful form of kaizen when done right
Kaizen
Projects
• Typical view of “Kaizen”
• Structured event
Improvement
Initiatives
• Long term
• Corporate
• Kaikaku
Purpose of Kaizen
Improve
Build
Culture
Teach
Cross-Functional
Teams
Multi-Level Teams
Lack of a Charter
• A charter is used to establish the
framework of the kaizen.
• It determines what the problem
statement is, relevant
background information, time
frame, team members, and
some estimation of the
resources involve.
• You must determine how you
will measure the success of this
kaizen so you know if your
countermeasures are effective.
Image courtesy of Wikimedia Commons
http://commons.wikimedia.org/wiki/File:IWW_charter.jpg
Scope Creep
• Driven by motivation to do well
• You can adjust goals as needed, if…
• …it doesn’t keep you from meeting critical goals
Image courtesy of Wikimedia Commons
http://commons.wikimedia.org/wiki/File:GMC-S15-Jimmy.jpg and
http://commons.wikimedia.org/wiki/File:1987-gmc-archives.jpg
Poor Team Selection
• The team members on the
kaizen are the brain power and
manpower behind the
improvement.
• Picking the team members
should be an important part of
planning the kaizen.
• You need to consider people's
skill sets, expertise or
knowledge, individuals within
and outside the process, and
who will provide the learning.
Image courtesy of Wikimedia Commons
http://commons.wikimedia.org/wiki/File:Dickies_500_Army.jpg
Win-Lose Scenarios
• Don’t create resistance by
letting one group come out
ahead of other groups
• Doesn’t have to be equal every
time, but must balance
eventually
• One disgruntled person can
wipe out massive gains
Image courtesy of Wikimedia Commons
http://commons.wikimedia.org/wiki/File:Superbowl_Trophy_Crop.jpg
Super Bowl XX Final Score: Bears 46, Patriots 10
Striving for Perfection
• If you try to achieve
perfection you may well be
at the kaizen a very long
time. Perfection is elusive.
• If you can accomplish 80% of
what you set out to and
meet the goals of the
charter then call it complete.
You will be back to improve
from this new state again.
• Failure to follow through on
these can undermine the
team's efforts.
Image courtesy of Wikimedia Commons
http://commons.wikimedia.org/wiki/File:BillyMills_Crossing_Finish_Line_1964Olympics.jpg
Uncommitted Leaders / Champion
• Conflicted often
confused with lack
of commitment
• Discover real
conflicts
• Tread carefully!!!
– Enlist a mentor for help
Image courtesy of Wikimedia Commons
http://commons.wikimedia.org/wiki/File:Yin_yang.svg
Lack of Visibility for NonParticipants
• Getting the buy in from
those who are not
participating on the team is
important for sustaining the
improvement.
• For those who are not
involved we need to make
them aware of the
improvements the team is
making.
• If you don't they will
naturally resist the
improvement.
Image courtesy of Wikimedia Commons
http://commons.wikimedia.org/wiki/File:Tower_Optical_Binoculars.jpg
Scrounging for Materials / Tools
• No scavenger hunts!
• Build a resource area
– Use kanban for reorder
– Address accounting
issues
• Predict what you might
need
– You can return
unneeded items later
Image courtesy of Wikimedia Commons
http://commons.wikimedia.org/wiki/File:Treasure_map.svg
Conclusion
1.
2.
3.
4.
5.
6.
7.
8.
Lack of a Charter
Scope Creep
Poor Team Selection
Win-Lose Scenarios
Striving for Perfection
Uncommitted Champions / Leaders
Lack of Visibility for Non-participants
Scrounging for Materials and Tools
Follow-up Information
• http://www.GottaGoLean.com
• Lean Training System
• http://www.velaction.com
/products-services/leantraining/
• New DVDS
• Daily Management
• Poka Yoke
http://www.ALeanJourney.com
•
•
•
4 Essential Green Gadgets
for your Lean Kaizen
The Importance of Going to
the Gemba
10 Things to Avoid During
Kaizen
Questions
Jeff Hajek
Info@Velaction.com
www.GottaGoLean.com
1.800.670.5805
Tim McMahon
http://linkedin.com/in/timothyfmcmahon
860-469-LEAN (5326)
Copyright Terms
• You may modify this presentation for use
within your own organization.
• You may distribute this presentation within
your own organization.
• You may not distribute this presentation, its
derivative works, or images contained within
it outside of your own organization.