【文章內(nèi)容簡介】 r, behavioral changes (., procedures, best practices) are extremely difficult to implement. It is the behavioral/cultural changes that make improvement sustainable. 15 SELECTING THE PROJECT AREA Kaizen event area needs to be strategic and important to the overall transformation process ? Start with core processes ? Choose operating problems, not management problems ? Consider advantages in terms of cost, quality, productivity and delivery response ? Get input about the project area from: – Area director and managers – Associates – Internal customers and suppliers ? Make sure management understands what is required in terms of time, resources and impact 16 SELECTING A FACILITATOR – CRITERIA FOR SUCCESS The most essential area of this criteria is problemsolving skills These skills need to be acpanied with a disciplined thirdparty approach Persuasive leader Good municator Problem solving skills Highenergy level (a doer not just an analyzer) Success enabling skills 17 WEEKLY OBJECTIVES FOR FACILITATORS Event week ? Facilitate event ? Work with team leader on facilitation and problem solving ? Schedule reviewweek meeting Followup week ? Work with team leader to get any required standard operating procedures written ? Schedule training meetings, as required – Ensure allline, allshift rollout ? Ensure planning for next event is finalized with process owner ? Review data and create baseline for next event Review this week/next week meeting ? Cover all followup items ? Identify successes and short ings ? Consolidate all event histories into 1 book and include a 1page summary for each ? Audit pliance ? Ensure measurement system in place 18 SELECTING TEAM MEMBERS Typical team makeup Event facilitator Crossfunctional team: ? Operator(s) from the area (1 day shift and 1 night shift is preferred) ? 1 maintenance representative ? 1 supervisor ? 1 of the following categories: – Administration – Management – Best practice representative (other plants) Team member attributes ? Mix of high and low performers – Do not load teams with low performers in hopes of raising their performance level ? Highmotivation level ? Free from other duties ? Half of the team should be hourly associates ?Some team members should e from outside the project area ?At least 1 team member should be from the project area Team members for all events should be selected in advance of the start of the first event and notified of where and when to meet for the first day of the project Different team members should be selected for each event except for where key process knowledge is needed 1 member takes the role as team leader and owns the event 19 ROLES AND RESPONSIBILITIES Facilitator ? Plan event logistics (meeting rooms, meals, etc.) ? Train and mentor team leaders ? Document all kaizen activities ? Assist in preparing and training all new processes and procedures ? Coordinate closely with team leaders to ensure the scope and objectives of each event fit the criteria outlined in the training manual ? Ensure team members are selected in advance and in accordance with the preevent criteria ? Ensure supervisor participation in rollout and training ? Maintain thirdparty outlook on issues and lead team through objective factbased approach ? Participate in followup meetings, keeping track of plete and outstanding action items Team Leaders ? Support process with enthusiasm ? Assure team goals are met ? Update todo list ? Keep everyone involved ? Update management daily on team’s progress ? Learn facilitation and problem solving skills ? Coordinate team presentation ? Track event followup items and assure pletion 20 ROLES AND RESPONSIBILITIES (CONTINUED) Team members ? Fulltime responsibility。 must be with the kaizen team during the entire project ? Participate in the followup process as an action taker Management ? Full support of the improvement effort ? Kick off the program with plant munication meetings. Kick off each event explaining why the effort is important and how it will impact the business ? Wrap up each event by receiving report from the kaizen team, soliciting feedback from the teams on the process and reiterating the impact on the business ? Follow up in a structured manner holding team members accountable for finalizing implementation and brining the correct support to bear on issues out of their control. Set dates, assign names 21 BASIC STEPS FOR CAPTURING WORK KAIZEN OPPORTUNITIES 1. Identify kaizen purpose 2. Analyze the current situation 3. Generate alternative ideas 4. Create kaizen plan 5. Implement the kaizen plan with kaizen events 6. Confirm the results Work kaizen events should not be haphazard or pursued independently by shopfloor associates. They must serve the overall business strategy and positively impact all of the anization. A kaizen program ensures that opportunities for improvement are identified and captured in the following manner: 22 STEP 1 – IDENTIFY KAIZE