Comment gérez-vous la portée et la durée des événements kaizen en utilisant les techniques Six Sigma?

My client uses a Kaizen event to address their L4 tasks for cost accountants at their plants. We use a SIPOC to track the processes at each plant and identify the differences. The SIPOC is helping us to define processes that need to be standardized across the seven plants.

Kaizen … Kai ... what!? Kaizen is a Japanese term to describe a rapid improvement event (project/initiative/workshop). Typically 3 full days is what I recommend as the duration. Kaizen is a structured and quick approach to solving a problem / improving a process. I’ve heard quite a few people over the years tell me Lean Six Sigma projects take so long. I’ve heard numbers like 3 months, 6 months, 9 months etc. Process Experts (aka Lean Six Sigma Belts - Green, Black, Master Black) are like any other profession. There are talented ones and not so talented ones … If something feels like it’s taking too long … it likely is … Kaizen is ONE of a number of ways to accelerate a project timeline.

Define Clear Objectives: Clearly define the scope and objectives of the Kaizen event upfront. Identify the specific process or area to be improved, set measurable goals, and articulate the expected outcomes. Use techniques such as SIPOC (Suppliers, Inputs, Process, Outputs, Customers) and process mapping to clarify the scope and boundaries of the event. Identify Key Stakeholders: Identify and involve key stakeholders from the beginning to ensure alignment on the scope, objectives, and expected outcomes of the Kaizen event. Engage process owners, team members, subject matter experts, and other relevant stakeholders to provide input, insights, and support throughout the event.

To actively maintain scope and minimize scope creep for a Kaizen event, i utilize some of these strategies Development of work breakdown structure post scope and goal definition that aligns to the defined and agreed scope. Have the WBS endorsed by project sponsor(s) and key stakeholders (alignment) Conduct stage gate reviews. Maintain a change control board (CCB) to fully assess any plan modification request.

Ideally, the Kaizen event includes actually implementing suggested changes/enhancements identified during the event. I usually frame my Rapid Improvement Events (RIE) as the Analyze section of DMAIC…define and measure have already been accomplished, pre-event…the event can range from several hours-to a day…if needed, a follow-on event can tackle Improve…

Kaizen Team Members How do you select team members? There should be subject matter experts, for the targeted process, in attendance. Ideally 3 if you can secure the resources, 2 as the next best option but not 1 SME as it’s more difficult to assess and limit bias. Also, and this part is very important …. no management or leadership present except for the kickoff on day 1 and report out on day 3. Participants - SMEs - need to feel comfortable and confident to speak freely and honestly about a process - how it works and the degree to which it is working.

It's also important to include the people actually using the process. Often, these events include people with different levels of expertise but leave out the people most affected- the worker. The assumption is that the worker's supervisor or SME represents the interest of the worker, but they aren't usually doing the job every day. An improvement idea may sound great to the team, but the person using the process may bring up considerations that are overlooked by others. Plus, involving the worker in the process helps increase employee engagement and instills a culture where they feel their perspective matters. This is a major factor in attracting and retaining top talent.

You also need SMEs interested in eliminating waste in the process and will be vocal enough to eclipse negative commentary from those who are adverse to change.

Given the short duration (typically 3-5 days) of Kaizen events it is best to complete the Define Phase, and possibly the Measure Phase prior to convening the project team. Obviously, the project team should be briefed on what was uncovered in the Define and Measure Phase prior to starting the remaining phases. By addressing the first two phases prior to the actual Kaizen event the time with the project team to analyze, implement, and to work towards control can be maximized.

I also like the alternate term Rapid Improvement Workshop (RIP). These events are the most effective way to achieve fast and effective results. And it achieves the valuable spillover effect of promoting teamwork in the workplace.

Sustaining and Transfer of Ownership: Organisations invest enormous amounts of financial capital, resources, and effort in kaizen, continuous improvement, critical strategic change programmes, etc. However, when it comes to transferring ownership to operations, it is at best a superficial process, with little or no hope of the improvement or change being sustained. More focus should be given to the "Transfer of Ownership." Prior to closing the kaizen, the sponsor and kaizen team should coordinate the controlled transfer of ownership to operations and receive approval to formally close out the kaizen.

Becoming a certified BB (BVQI) in DMAIC, DFSS, and Lean was, and still is, a wonderful experience. It forces a mindset to move measurable levers to the bottom line, while teaching participants how they Themselves can further Continuous Improvement through Measure. I also recommend the Brilliant training offered by LEI with Mr. Womac and his team. Communication Communication Communication