Value Stream Driven

Kaizen Workshops
Lean Shipbuilding & Repair Forum
June 6, 2002

Building Lean Enterprise Excellence

What are Kaizen Workshops?

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A Tool for Lean Implementation.

Utilizing Empowered Teams.
That are Cross-Functional in Nature.
Representing Multiple Levels of the Organization.
Focused on a Specific Area.
Properly Supported.
Rewarded for Creative Thinking.

Building Lean Enterprise Excellence

Lean Transformation
1.
2.
3.
4.

5.

Find a change agent.

Find a sensei (teacher)
Seize (or create) a crisis to motivate action
Map the entire value stream for all your
product families
Pick something important and get started
removing waste quickly.

Learning to See
Rother & Shook
Lean Enterprise Institute, 1999
Foreword by Jim Womack and Dan Jones

Kaizen Workshops!
Building Lean Enterprise Excellence

The Power of Kaizen

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Possible Results (based on actuals):

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95% Lead Time Reduction.

95% WIP Reduction.
50% Floor Space Savings.
40% Productivity Improvement.
50% Improvement in Quality.
50% Changeover Time Reduction.
Improvements in Scrap, Capital Utilization, and Safety.

Real Results, Real Fast

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Usually realized within 1 week.

Follow-up items usually within 1 - 3 months.

Building Lean Enterprise Excellence

Pipe Shop Before Kaizen

Building Lean Enterprise Excellence

Welding Stations Before

Building Lean Enterprise Excellence

Clearing Floor for Pilot Zone

All items removed to
determine what is needed!

Area Cleared - waiting for Straighten!

Building Lean Enterprise Excellence

After Pictures

Aisles Clearly
Marked!

New Fitter
Workstation!

Fitting Standards
Clearly Posted!

Building Lean Enterprise Excellence

5-S Improvements - Straighten

Tools and
Stands In Their
Proper Place!

All Welder
Tools
Conveniently
Located!

New Welder
Workstation!
Building Lean Enterprise Excellence

Before and
After

Building Lean Enterprise Excellence

Before and
After

Building Lean Enterprise Excellence

Succeeding With Kaizen

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Selecting Project & Setting Boundaries:

? Prerequisites.
? Workshop Charter.
Establishing Kaizen Team.
Planning for Follow-up:
? Target Tracking
? Open Issues

Building Lean Enterprise Excellence

Prerequisites to Kaizen
1.

Lean Champion:
? Senior Manager with Right Stuff
? Visible, Active Support
? Knowledgeable of Lean
? Dissatisfied with Current State
? Change Agent
? Must be Internal

Building Lean Enterprise Excellence

Prerequisites to Kaizen
2.

Kaizen Facilitator:
Well Trained.
Extensive, Varied Experience
Process Expert, Not Product
Expert
Can be Internal or External

Building Lean Enterprise Excellence

Prerequisites to Kaizen
3.

Steering Committee:
Key Operational Managers or
Leaders.
Lean Experts:

Facilitators.
Advocates.

Lead by Lean Champion.

Optional in some circumstances.

Building Lean Enterprise Excellence

Prerequisites to Kaizen
4.

Lean Vision:
Vision is Top-Down (Kaizen is Bottom-up).
Select Model Line.
Long Term Vision - Short Term Action Plan.
Deep Implementation, not Wide Introduction.
Utilize Value Stream Methodology
Strive for Culture Change - not Tool
Implementation.

Building Lean Enterprise Excellence

Lean Vision Example

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5 Year Stretch Goals:

? Cut Lead Time by 50% (Total Process).
? Cut Inventory by 70% (WIP & Raw).
? Improve Availability of Critical
Equipment to 99%.
? Reduce Rework by 70%.
? Improve Financial Performance by
12%.

Building Lean Enterprise Excellence

Setting Workshop Boundaries

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Observe Current State of Selected Area:

? Facilitator, Team Leader & Process Owner.
? Look for Wastes.
Workshop Charter:
? Set Physical Boundaries.
? Set 2 or 3 Targets for Improvement.
? Measurable.
? Not

Specific.

Experience is Key.

Building Lean Enterprise Excellence

Target Examples - Good & Bad

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Target - Reduce WIP & Purchased

Inventory.
Good - Directs team toward Vision without
inhibiting creativity.

Target - Implement a Bar-code

KanBan System in Raw Materials
Warehouse.
Poor - Inhibits creativity - assumes only one
possible solution.
Building Lean Enterprise Excellence

Kaizen Team Make-up

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Team Leader Characteristics:

? Open-minded,

Change Agent.
? Action Oriented Disposition.
? Previous Experience recommended.
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Team Characteristics:
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- 10 Members.
? Cross-functional, multi-level.
? 40% Internal, 60% External (support groups).
? Fresh Eyes Member.
? Maintenance.

Building Lean Enterprise Excellence

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Kaizen Team Empowerment

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Clearly Specify Action Expectation:

? Within Charter Boundaries.
? Daily Updates to Mgt. (not permission).
Arrange Support:
? Maintenance (contractors if necessary).
? Union Support (if necessary).
? Customer Approval (if required).
? Safety Items for Team.

Building Lean Enterprise Excellence

Types of Kaizen
Flow Kaizen
? Quick Changeover (50% or more)
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Actual Example 1 Hour, 10 minutes to 19 minutes,

10 seconds.

Pull Systems
? TPM
? Quality Improvement
? Business Process
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Building Lean Enterprise Excellence

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Kaizen Examples - TPM

Before Kaizen Multiple Fluid
Leaks Breakdowns Inevitable

After Kaizen Leaks Fixed and

Daily Visual Inspections
Implemented Breakdowns
Reduced

Building Lean Enterprise Excellence

Kaizen Example - TPM

Welder Daily A.M. Procedure
Step 3a

Description
Inspect and Clean
Nozzle.

Tools Required
Company Issued
Needle-nosed pliers.

Comments
Photo
Checks and Inspections
should be done every 20
- 30 minutes.

Slag Build-up (B.B.s)

Company Issued
Needle Nose Pliers
Step 3b

Nozzle Should Look like Company Issued

this after cleaning.
Needle-nosed pliers.

Allows for continued

utilization of nozzles of
same material with
minimum cleaning time.

Residue from
minor cleaning

Building Lean Enterprise Excellence

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Workshop Charter Targets

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Begins at Workshop Charter Stage:

? Team establishes Baseline.
? Team establishes Tracking System.
? Team implements improvements.
Team Leader & Steering Committee:
? Monitor progress of Target Attainment.
? Ensure Proper Support Post-workshop.

Building Lean Enterprise Excellence

Kaizen Newspaper
Kaizen Newspaper
Building Lean Enterprise Excellence

Problem /
Opportunity

No.

Improvement
(Solution)

Who
(Person)

Target Date
Completion
Start
Complete
Date

A1

Control wire at console in water, trip hazard.

Encase wires to protect them from the water

AG, Charlie,
Wayne

7-Mar

7-Mar

A2

Electric cables for carriage damaged

Order and Install parts

Maintenance

7-Mar

15-Mar

A3

Hydraulic hoses to transport carriage leaking - damaged.

Replace hydraulic hoses

Maintenance

6-Mar

8-Mar

A4

Wireway by oil resv. - damaged wires.

Fix / Replace damaged wires

Maintenance

6-Mar

14-Mar

A5

Hydraulic hose leaking on loader bed.

Replace hose

Maintenance

7-Mar

8-Mar

8-Mar

A7

Automatic grease lines on carriage leaking.

Fix / Replace lines

George

6-Mar

7-Mar

7-Mar

C2

External / Internal Clamps Worn

Replace Worn Clamps

Tooling

6-Mar

3-May

C3

Adj motor for ext. clamp removed

Replace Motor and re-establish process

Tooling

7-Mar

3-May

C4

Identify reservoirs

Label Plates

Warren

6-Mar

7-Mar

7-Mar

C6

Mech chain on loader needs lubricant

Lubricate, & include in P.M. Program

Warren

6-Mar

7-Mar

7-Mar

C7

Emergency stop inoperable

Fix / Replace E-stops

Dennis

6-Mar

7-Mar

7-Mar

C8

Shims used at wiper blades

Remove and eliminate need for them

George, Erie

6-Mar

6-Mar

6-Mar

7-Mar

8-Mar

Building Lean Enterprise Excellence

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Kaizen Newspaper
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Open Issues Tracking:

? Team

Generates Newspaper.
? Team Closes Issues where possible.
? Goal - 80% or more closed.
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Team Leader & Steering Committee:

? Conduct

Regular Meetings to close open issues.

? Avoid Adding to Newspaper.
? Officially Close Workshop when all issues closed.
? Identify Follow-up Workshops.

Building Lean Enterprise Excellence

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