-1 3.1.1003.1 Kaizen Event 2010-09-19T00:00:00-07:00 Christopher Lindstrom www.ceptara.com WINOUTOF v1.1 0aa1d90a-1bea-4ae9-9238-ea08f5593e90 Prepare for the Event -1 -1 1 675376da-b99e-4fc7-b939-f73f3301da4a 0aa1d90a-1bea-4ae9-9238-ea08f5593e90 Select an area for improvement -1 -1 1 6d71c126-5eb2-44d0-a7a5-7313ad037fc4 0aa1d90a-1bea-4ae9-9238-ea08f5593e90 Select the team members -1 -1 1 Identify%20who%20will%20be%20%27accountable%27%20for%20the%20improvement%20results.%20%20Identify%20the%20stakeholders%2C%20those%20that%20have%20a%20direct%20impact%20and%2For%20perform%20work%20in%20the%20improvement%20area.%20%20And%20identify%20the%20sponsor%2C%20the%20person%20that%20will%20clear%20the%20path%20for%20the%20effort%20including%20potential%20funding%20for%20the%20improvement%20initiatives. 2534230c-c693-4117-8d03-aceabb577a2d 0aa1d90a-1bea-4ae9-9238-ea08f5593e90 Charter the team - Kick-off the team -1 -1 1 Articulate%20%2F%20capture%20the%20problem%20statement%20in%20the%20form%20of%20a%20project%20scope%20for%20the%20team%20to%20follow.%0D%0AEstablish%20guiding%20principles%20for%20the%20effort%2C%20an%20example%20might%20be%20“ROI%20based%20solutions%20–%20think%20beyond%20current%20limits.”%0D%0AIdentify%20team%20member%20roles%20using%20RACI.%20%20RACI%20is%20defined%20in%20this%20whitepaper%2C%20http%3A%2F%2Fwww.ceptara.com%2Fpaper%2FRACI%0D%0AEstablish%20expected%20team%20behaviors%2C%20such%20“Solve%20the%20problem%20–%20don%27t%20complain”%2C%20“Attend%20all%20meetings”%2C%20etc.%0D%0AEstablish%20a%20%27go%20do%27%20schedule%2C%20%20describe%20and%20gain%20agreement%20as%20to%20when%20and%20where%20everyone%20meets%0D%0A f9863d76-fefa-4e78-b2e3-f15b2f2b20f5 0aa1d90a-1bea-4ae9-9238-ea08f5593e90 Define the problem statement -1 -1 1 This%20is%20one%20of%20the%20most%20critical%20tasks%20%2D%20the%20problem%20statement%20is%20used%20to%20center%20and%20focus%20the%20team%20at%20the%20beginning%2C%20keep%20the%20team%20on%20track%20during%20the%20effort%2C%20and%20is%20used%20to%20validate%20that%20the%20effort%20delivered%20an%20outcome%20that%20solves%20the%20problem%20statement.%0D%0A%0D%0AUsing%20the%205Ws%20(who%2C%20what%2C%20where%2C%20when%20and%20why)%20%2D%20one%20can%20clearly%20articulate%20what%20problem%20is%20being%20solved.%0D%0A%0D%0AThis%20article%20will%20help%20guide%20you%20in%20creating%20a%20problem%20statement%3A%20http%3A%2F%2Fwww.ceptara.com%2Fblog%2Fhow-to-write-problem-statement%20 496c600c-097d-4b3c-b467-05e8d8dc5c0f 0aa1d90a-1bea-4ae9-9238-ea08f5593e90 Clearly articulate goals and success criteria -1 -1 1 Think%20about%20what%20the%20world%20looks%20like%20once%20the%20Kaizen%20event%20has%20successfully%20been%20performed.%20%20Painting%20that%20picture%20should%20form%20the%20foundation%20of%20the%20goals%20and%20success%20criteria%20that%20gets%20set.%0D%0A%0D%0AMy%20favorite%20way%20of%20defining%20follows%20the%20SMART%20method%2C%20but%20in%20a%20different%20order%2C%20i.e.%20MARST%85%0D%0A%0D%0AFirst%20%2D%20Measurable%20%7C%20define%20what%20is%20measureable%2C%20e.g.%20what%20evidence%20can%20you%20point%20to%20declare%20victory.%20%20Such%20as%20a%20deliverable%2C%20an%20improved%20metric%2C%20etc.%0D%0ASecond%20%2D%20Achievable%20%7C%20assure%20the%20goal(s)%20are%20achievable%2C%20i.e.%20it%27s%20measureable%2C%20it%27s%20been%20done%20before%2C%20it%27s%20theoretically%20possible%2C%20risks%20are%20understood%0D%0AThird%20%2D%20Relevant%20%7C%20assure%20the%20goal(s)%20are%20relevant%2C%20i.e.%20they%20outcome%20of%20the%20project%20is%20aligned%20to%20some%20other%20requirement%2C%20such%20as%20a%20higher%20level%20goal%0D%0AFourth%20%2D%20Specific%20%7C%20make%20sure%20the%20goal(s)%20are%20specific%2C%20i.e.%20everyone%20involved%20and%20those%20that%20are%20stakeholders%20understand%20what%20the%20team%20is%20attempting%20to%20accomplish%0D%0AFifth%20%2D%20Timely%20%7C%20make%20sure%20you%20hold%20the%20team%20to%20a%20timeline.%20%20It%20shouldn%27t%20be%20arbitrary%20and%20should%20connect%20to%20a%20dependency%20or%20higher%20level%20goal. 29f923bf-16fa-45cf-b6f4-ab6c4ffe815c Execute the Improvement Effort - Phase I -1 -1 1 Phase%20I%20is%20focused%20on%20the%20high%20contact%2C%20short%20timeframe%20efforts.%20%20Ideally%20this%20is%20the%20time%20where%20the%20team%20spends%20full%20or%20half%20days%20together%20executing%20the%20steps%20of%20phase%20I.%20%20This%20can%20be%20anywhere%20from%201%20day%20to%202%20weeks%20depending%20on%20the%20size%20of%20the%20problem%20statement. e4368b30-c186-48a6-8b0c-e1402aeb38aa 29f923bf-16fa-45cf-b6f4-ab6c4ffe815c Perform As-Is analysis -1 -1 1 Document%20the%20current%20workflow%20using%20flow%20charting%20techniques%20and%20an%20understanding%20of%20SIPOC%20(http%3A%2F%2Fwww.ceptara.com%2Fblog%2Fphased-complex-sipoc-project-management)%0D%0AUnderstand%20the%20current%20%2F%20available%20measurements%20and%20data%20for%20metrics%0D%0APerform%20Ishikawa%20analysis%20(fishbone%20diagramming)%20to%20identify%20causes%20and%20focus%20in%20on%20one%20root%20cause%20(supported%20by%20the%20data)%20oror%20very%20few%20%27root%20causes%27%20in%20the%20case%20that%20data%20is%20lacking.%0D%0AIdentify%2C%20document%2C%20perform%20and%20track%20immediate%20fixes.%20%20An%20immediate%20fix%20is%20a%20solution%20or%20fix%20that%20can%20be%20implemented%20within%20the%20current%20organizational%20framework.%0D%0A 4069a971-580f-4f29-9321-c48de5baebf6 e4368b30-c186-48a6-8b0c-e1402aeb38aa Understand and analyze current available data and metrics -1 -1 1 79458a9a-39c8-4086-95d8-6c6d8df0421d e4368b30-c186-48a6-8b0c-e1402aeb38aa Document current workflow -1 -1 1 Document%20the%20current%20workflow%20using%20flow%20charting%20techniques%20and%20an%20understanding%20of%20SIPOC%20(http%3A%2F%2Fwww.ceptara.com%2Fblog%2Fphased-complex-sipoc-project-management)%0D%0A 7e2b0cc7-e829-4c66-89b8-18b867532f8a e4368b30-c186-48a6-8b0c-e1402aeb38aa Perform Ishikawa analysis to identify a root cause or root causes -1 -1 1 Perform%20Ishikawa%20analysis%20(fishbone%20diagramming)%20to%20identify%20causes%20and%20focus%20in%20on%20one%20root%20cause%20(supported%20by%20the%20data)%20oror%20very%20few%20%27root%20causes%27%20in%20the%20case%20that%20data%20is%20lacking.%0D%0A 598b6455-43f9-4809-90a4-34772716e3ab e4368b30-c186-48a6-8b0c-e1402aeb38aa Manage immediate fixes -1 -1 1 Identify%2C%20document%2C%20perform%20and%20track%20immediate%20fixes.%20%20An%20immediate%20fix%20is%20a%20solution%20or%20fix%20that%20can%20be%20implemented%20within%20the%20current%20organizational%20framework.%0D%0A 080b942d-d420-475d-8ac4-39a394568d51 29f923bf-16fa-45cf-b6f4-ab6c4ffe815c Present proposal to management -1 -1 1 0cd7b64f-791c-44b4-8a33-d9ac868aa5ba 29f923bf-16fa-45cf-b6f4-ab6c4ffe815c Generate Improvement Proposal -1 -1 1 eba56664-e596-499c-beeb-7ca20652b8de 0cd7b64f-791c-44b4-8a33-d9ac868aa5ba Design and articulate improvements -1 -1 1 1092721c-dc3a-46f0-9078-0b735465ba49 0cd7b64f-791c-44b4-8a33-d9ac868aa5ba Manage, measure and include immediate solution results in the proposal -1 -1 1 45bdb4c7-1da4-4172-bf51-a0e5d1b35245 0cd7b64f-791c-44b4-8a33-d9ac868aa5ba Present proposal to the team and iterate until everyone is comfortable -1 -1 1 98009a93-7baf-4d9c-8a79-2beaaf5e2409 Execute the Improvement effort - Phase II -1 -1 1 This%20phase%20is%20focused%20on%20implementation%20of%20one%20or%20more%20solution%20suggestions%20and%20testing%20to%20see%20if%20proposals%20are%20reaping%20the%20predicted%20benefits. 26dfca72-b6b1-42bb-b3fb-a7d84e0d2f59 98009a93-7baf-4d9c-8a79-2beaaf5e2409 Measure and Track Progress -1 -1 1 9c6c1558-79ab-4b52-92f8-b5f0c3c88f76 26dfca72-b6b1-42bb-b3fb-a7d84e0d2f59 Establish a visible scorecard -1 -1 1 Using%20the%20success%20criteria%2C%20goals%20and%20objectives%20from%20the%20Prepare%20phase%2C%20design%20a%20scorecard%20that%20includes%20metrics%20to%20demonstrate%20success%20or%20failure.%0D%0ASpecify%20KPIs%20(metrics%20with%20targets%20that%20have%20a%20direct%20connection%20to%20the%20success%20criteria)%0D%0ADesign%20in%20learning%20analytics%20that%20can%20provide%20insight%20into%20why%20things%20happen.%20%20Turn%20the%20analytics%20into%20KPIs%20if%20it%20makes%20sense%2C%20otherwise%2C%20after%20learning%20enough%2C%20remove%20them%20from%20the%20scorecard%0D%0AMake%20sure%20everyone%20affected%20by%20the%20improvement%20initiative(s)%20can%20see%20how%2Fif%20things%20are%20improving%20via%20the%20new%20action. aa0d21bd-d0b3-4c73-bcdf-532e0d6b38b6 26dfca72-b6b1-42bb-b3fb-a7d84e0d2f59 Create a management process for measuring and tracking -1 -1 1 Plan%20Do%20Check%20Act%2C%20design%20a%20management%20process%20that%20is%20%27checking%27%20and%20%27acting%27.%0D%0AChecking%20is%20focused%20on%20periodic%20review%20of%20measurement%20and%20success%20criteria%0D%0AActing%20is%20focused%20on%20adjusting%2C%20refocusing%20and%20closing%20on%20actions%20that%20are%20founded%20in%20what%20is%20observed%20in%20the%20scorecard.%0D%0A 38bd2158-eacb-4a97-8d9d-0ebcaee97c77 26dfca72-b6b1-42bb-b3fb-a7d84e0d2f59 Create a learning board and closure list -1 -1 1 Improvement%20momentum%20is%20achieved%20by%20being%20visible%20in%20success%20and%20failure.%20%20It%27s%20built%20on%20learning%20and%20open%20sharing.%20%20%0D%0ACreate%20a%20visible%20mechanism%20(such%20as%20a%20learning%20board)%20to%20share%20lessons%20learned%2C%20goals%20accomplished%2C%20and%20ongoing%20progress.%0D%0ASome%20ideas%20for%20generating%20and%20maintaining%20momentum%20can%20be%20found%20here%3A%20http%3A%2F%2Fwww.ceptara.com%2Fblog%2Fdriving-an-enduring-enterprise-program%20 6270d4b8-5da0-4437-9316-166e16c036a0 98009a93-7baf-4d9c-8a79-2beaaf5e2409 Kick off improvement projects -1 -1 1 Create%20a%20new%20project%20for%20every%20improvement%20project%20to%20be%20tracked.%0D%0AAssign%20a%20project%20manager%20(Accountable)%20to%20drive%20the%20project%2C%20measure%20results%20and%20report%20back%0D%0AAssure%20any%20action%20created%20in%20phase%20I%20that%20belongs%20to%20an%20improvement%20project%20is%20tracked%20within%20that%20project%0D%0A 7f6156e1-4cad-4b3b-82b1-10a26cab2287 98009a93-7baf-4d9c-8a79-2beaaf5e2409 Demonstrate and Report -1 -1 1 Using%20visible%20physical%20mechanisms%2C%20demonstrate%20progress%20and%20report.%20%20Schedule%20executive%20reviews%20to%20%27brag%27%20about%20accomplishments%20and%20discuss%20challenges%20and%20hurdles%20that%20they%20can%20help%20with. 97cf2089-8482-4989-bbf5-a51eac8eb2c1 Conclude the Event -1 -1 1 9bcd1a77-89d7-46a5-8419-84777bf137db 97cf2089-8482-4989-bbf5-a51eac8eb2c1 Establish controls - programs to maintain the gains -1 -1 1 Establish%20a%20control%20plan%20if%20necessary%20to%20assure%20procedural%20changes%20are%20maintained.%0D%0AMaintain%20the%20created%20improvement%20measures%20and%20build%20them%20into%20existing%20management%20processes%20to%20assure%20the%20gains%20achieved%20via%20improvement%20are%20maintained. 4e671869-7ac7-4d4f-8db0-2de388c53a36 97cf2089-8482-4989-bbf5-a51eac8eb2c1 Provide final report to management -1 -1 1 Include%20in%20the%20report%3A%0D%0ARecap%20solutions%20that%20were%20implemented%0D%0ATransition%20%2F%20disposition%20solutions%20to%20operations%20to%20assure%20ongoing%20improvement%0D%0AArticulate%20what%20solutions%20were%20not%20implemented%20and%20why%2C%20e.g.%20no%20declared%20funding%2C%20measures%20indicated%20not%20worth%20going%20forward%2C%20etc.%0D%0ADiscuss%20success%20criteria%20and%20its%20status%0D%0AWork%20with%20management%20to%20recognize%20those%20that%20contributed ddf21184-641b-462f-8c7f-c9fd60d9e61d 97cf2089-8482-4989-bbf5-a51eac8eb2c1 Perform a "Lessons Learned' meeting -1 -1 1 Document%20what%20worked%20and%20what%20didn%27t%20and%20integrate%20into%20next%20Kaizen%20event.%20%20Be%20honest%20and%20objective%20–%20adhere%20to%20the%20guiding%20principles%20described%20in%20the%20%27Prepare%27%20phase. 3db2eafb-732d-457e-b585-e262a2413aef 97cf2089-8482-4989-bbf5-a51eac8eb2c1 Celebrate and disband -1 -1 1 Mark%20the%20effort%20thru%20a%20celebration%20and%20establish%20closure%20with%20the%20team.%20%20A%20kaizen%20event%20is%20not%20a%20new%20organization%2C%20it%20has%20a%20beginning%20and%20an%20end.