Daily Continuous Improvement

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1 Daily Continuous Improvement Using Kata Methodology to integrate Continuous Improvement into Daily Tasks 6/5/2015 1

2 Acknowledgements Mike Rother, author of Toyota Kata Ken Blanchard & Sheldon Bowles, authors of Gung Ho John Shook, co-author of Learning to See Jeffrey Liker, author of The Toyota Way 6/5/2015 2

3 Sim Round 1 Baseline of standard production floor 6/5/2015 3

4 Lean Journey 20 th Century Approach 6/5/2015 4

5 Defining Lean A systematic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection. - - Manufacturing Extension Partnership Lean Network 6/5/2015 5

6 20 th Century Lean Focus 6/5/2015 6

7 Kaizen & Daily Improvement Kaizen is the process of: - Identifying and eliminating waste as quickly as possible and at the lowest possible cost Kaizen requires: - Continuous, gradual, persistent improvement by all employees and management Kaizen event utilizes: - Cross-functional team - Focused scope - Aggressive goal, objectives 6/5/2015 7

8 Daily Continuous Improvement 21 st Century Approach 6/5/2015 8

9 New Definition of Lean Lean is a permanent struggle to flow value to one customer. Mike Rother 6/5/2015 9

10 Focus on DCI CI Event Point Kaizen Daily CI (DCI) 6/5/

Kaizen & Daily Improvement Kaizen is the process of: - Identifying and eliminating waste as quickly as possible and at the lowest possible cost Kaizen requires: -

11 Kaizen & Daily Improvement Kaizen is the process of: - Identifying and eliminating waste as quickly as possible and at the lowest possible cost Kaizen requires: - Continuous, gradual, persistent improvement by all employees and management Kaizen event utilizes: - Cross-functional team - Focused scope - Aggressive goal, objectives 6/5/

12 How get from Event to DCI Focus? Method Practice or Kata Structure 6/5/

13 Daily Continuous Improvement Development Kata 6/5/

14 By Mike Rother Human Change Comfort Zone Expanded Comfort Zone 6/5/

15 By Mike Rother What is DELIBERATE PRACTICE? It s practice designed specifically to improve performance over time It s practice that involves continual evaluation of your weaknesses and targeting specific weaknesses, rather than repeatedly doing what you already know how to do It s practice that requires a coach. Observation and specific feedback on your current performance is critical to understanding what to work on and acquiring new skill. It s practice where you don't move on to the next part of the routine you're trying to learn until you master the part you're currently working on 6/5/

By Mike Rother A Few Skill-Development Basics Any complex performance requires skill We develop new skill through practice Long time-gaps between practice sessions diminishes the

16 By Mike Rother A Few Skill-Development Basics Any complex performance requires skill We develop new skill through practice Long time-gaps between practice sessions diminishes the effectiveness of practice. Daily often seems to be a good frequency. We are not good at self-feedback to understand where we are deviating from good practice and need corrective action 6/5/

By Mike Rother Practice Routines for Each Step See

pattern of the Improvement Kata model is universal

operationalize the IK pattern * http://www-personal.

17 By Mike Rother Practice Routines for Each Step See the online Improvement Kata Handbook* The scientific pattern of the Improvement Kata model is universal Structured practice routines are a way to begin to operationalize the IK pattern * 6/5/

18 By Mike Rother Levels of IK/CK Skill Development To coach the Improvement Kata, managers first need experience with applying the Improvement Kata Able to EVOLVE it Able to TEACH it Able to DO it AWARE of it Now an organization can evolve its own Kata (practice routines) Here you understand the thinking behind the Kata and can teach others Skill development begins here Learning begins when you start applying the Improvement Kata yourself Concepts alone generally don t change anything 6/5/

19 Training Methodology Level Definitions: 1. Level 1 New Employee Completed New Employee Orientation. Completed tour of area/facility. Assigned to a job & Mentor. 2. Level 2 Initial Job Assignment Completed initial job instruction w/ Mentor. No errors detected w/in a period of at least two shifts. Capable of working with just routine checks by Mentor (refer to Job Instruction Training). 3. Level 3 Job Expertise Employee capable of performing job w/o supervision. Mentor will certify that this criteria has been met. 4. Level 4 Job Process Expert Employee understands how to correct typical issues related to job/equipment. Employee has a level 1 knowledge of the immediate upstream job & of the immediate downstream job. 5. Level 5 - Mentor Check employee hourly for first day or two. Taper off until Level 2 skill has been completed. Job Instruction Training (Mentor): 1. TELL Put the employee at ease. Find out what the employee knows about the job. Explain the importance of the job. Run through the job steps (work instruction). 2. SHOW Do the job; have the employee follow along on the work instruction. Do the job; explain the steps. Do the job; explain steps, key points. Do the job; explain steps, key points, reasons. 3. WATCH Do the job; have employee direct steps. If step is incorrect stop until employee provides correct instruction. 4. CORRECT Employee does job; they explain steps (correct as necessary). Employee does job; they explain steps, key points (correct as necessary). Employee does job; they explain steps, key points, reasons (correct as necessary). Employee does job; mentor watches (correct as necessary). Repeat until Level 1 skill has been completed no mistakes. 5. FOLLOW-UP Check employee hourly for first day or two. Taper off until Level 2 skill has been completed. 6/5/

20 Job: Job Skill Matrix L1: Work w/ Mentor L2: Mentor in Area L3: Work Alone L4: Process Expert L5: Mentor Employee: Instructions: o per job, color in each quadrant as the employee completes the requirements for that level 6/5/2015 o place a label on the bars w hen the employee attains a level 5 certification in the job 20

21 Daily Continuous Improvement Improvement Kata 6/5/

22 Quote We should work on our process, not the outcome of our processes. W. Edwards Deming 6/5/

23 By Mike Rother Why Kata? Concepts don t change how we act and think Change means deliberately practicing some new behavior patterns, especially at the beginning 6/5/

24 By Mike Rother What is Kata? Kata are small, structured practice routines or protocols Through physical practice their pattern becomes second nature, done with little conscious attention Kata are typically for learning fundamentals to build on The goal is not the kata themselves, which get used less as you grow more proficient, but the habits of thinking and acting that practicing them leaves behind 6/5/

By Mike Rother A Scientific Approach Since the path to a challenging goal cannot be predicted with exactness, we have to find that path by experimenting like a scientist.

25 By Mike Rother A Scientific Approach Since the path to a challenging goal cannot be predicted with exactness, we have to find that path by experimenting like a scientist. With each insight a scientist adjusts his/her course to take advantage of what has just been learned. The scientific process helps you find the path not by telling you what's ahead. It only confirms or refutes the results of experiments. One trick to making effective progress toward a goal is not to try to decide the way forward, but to have your team iterate its way forward by experimenting as cheaply and rapidly as possible. This is the action of innovation and it can be taught. 6/5/

Yet our existing work routines rarely include improvement.

26 By Mike Rother Why Kata for Continuous Improvement? Continuous means many minds engaged in improving their processes, and daily cycles of experimentation. Yet our existing work routines rarely include improvement. Systematically and scientifically improving processes is a complex skill set we are not naturally good at! We can learn systematic, scientific improvement through deliberate practice of the Improvement Kata routine 6/5/

27 By Mike Rother Improvement Kata Model 4 Steps Understand the Direction or Challenge A systematic, scientific pattern of working Grasp the Current Condition Establish the Next Target Condition Iterate Toward the Target Condition TC Planning Phase CC Executing Phase The Improvement Kata model comes from six years of research into how Toyota manages people, which is summarized in the book Toyota Kata 6/5/

By Mike Rother Improvement Kata Model 4 Steps A systematic, scientific pattern of working 1 2 3 4 Understand the Direction or Challenge Grasp the Current Condition Establish the Next Target Condition

28 By Mike Rother Improvement Kata Model 4 Steps A systematic, scientific pattern of working Understand the Direction or Challenge Grasp the Current Condition Establish the Next Target Condition Iterate Toward the Target Condition TC Planning Phase Executing Phase The Improvement Kata combines a scientific pattern with techniques of deliberate practice to develop problem solving skill 6/5/ CC

29 By Mike Rother Improvement Pattern is Nested Each step of the Improvement Kata pattern gets framed within the context of the previous step. This framing effect is an integral part of effective problem solving. Frames Frames Frames Understand the Direction or Challenge Grasp the Current Condition Establish the Next Target Condition Iterate Toward the Target Condition TC CC 6/5/

30 PDCA Experiential learning through Plan Do Check Act 6/5/

31 Get Quote & Issue PO C/T= m # P= 1 Data Entry: - S/N - BT, ST - Due Date - PO # ISO 0 min Activity D= # = QP Input / Output (Link) Receive & Place Product C/T= 2.03 m # P= 1 Data Entry: - Location Decision Teardown & Evaluate C/T= 3.9 m # P= 6 Data Entry: - Disposition min 2.03 min 3.9 min 30 min VA Re-Quote? Yes Re-Quote & Edit PO C/T= 4.5 m # P= 1 Data Entry: - Edit Costs Milestone Move Delay Store No A Order Parts C/T= 4.0 m # P= 1 Data Entry: - Cmplt - Move - Sourcing VA NVA NVA Value Add Step Non-Value Add Step Non-Value Add But Necessary Step Get Ordered Parts C/T= 4.1 m # P= 1 Machine C/T= 2.06 m # P= 6 Data Entry: - Part In - Clear PO - Location VA VA Rebuild: - Paint - Assemble - Test C/T= 1.03 m # P= 6 Data Entry: - Disposition - Checklist - Torque Sht ISO QH = Hardware Queue QP = Paper Queue PPW = Paperwork VA Ship C/T= 1.52 m # P= 1 Data Entry: - Pick/Pack - Pack Slip - Move 15 min 203 min 20 min 180 min 206 min 30 min 8.5 min 4.1 min 1.03 min 3.72 min 1 min 0 min 0 min 0 min 3 min 20 min 207 min 2,880 min 5,760 min 1,440 min 2,160 min ISO 0 min Data Entry: - Verify Data - Verify Costs - Close Manual Electronic Invoice C/T= 2.2 m # P= 1 C/T = hr LT = 8.66 days Physical C/T Oracle C/T ISO C/T NAME: AREA: REPORT DATE: PROBLEM SITUATION STANDARD: CURRENT SITUATION: DESCREPANCY: RATIONALE: GOAL DO WHAT HOW MUCH WHEN CAUSE ANALYSIS RESULTS OF INVESTIGATION PROBLEM DESCRIPTION: COUNTERMEASURE(S) FOLLOW-UP HOW CHECK: WHEN CHECK: WHAT AREA MANAGER: PROJECT LEADER: WHO WHEN EXPECTED ACTUAL Work Cell Performance Tracking HOUR BY HOUR CHART Quality 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Delivery Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Productivity $120 $100 $80 $60 $40 $20 $0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TARGET CONDITION PROBLEM SOLVING Future VSM: Depot Repair Problem Solving Analysis Worksheet Legend VA, NVA Timing Information Interfaces CSA Machinist Tech Receiver / Shipper 6/5/

32 Daily Continuous Improvement Coaching Kata 6/5/

33 Quote The most important factors for success are patience, a focus on long term rather than short-term results, reinvestment in people, product, and plant and an unforgiving commitment to quality. Robert B, McCurry Former Executive V.P., Toyota Motor Sales 6/5/

34 Leadership: Three Models Old Dictator style Do it my way No transfer or cascade of responsibility 1990s Empowerment style Do it your way... Loss of focus, direction, control Lean style Follow me 6/5/

35 Role of Senior Management Support CI Efforts Set Company Goals Lead by Example Coach Middle Managers 6/5/

36 Role of Middle Management Coach, Guide, Provide Support to Associates; e.g. Supervisors, Group Leaders, Team Leaders Lead by Example 6/5/

37 By Mike Rother The Improvement Kata + the Coaching Kata It s a methodology for developing people to meet challenges Learner Understand the Direction or Challenge Grasp the Current Condition Establish the Next Target Condition Iterate Toward the Target Condition Improvement Kata Coach Planning Coaching Cycles Executing Coaching Cycles Coaching Kata (Manager) 6/5/

38 By Mike Rother Five Questions Card Card is downloadable at: 6/5/

39 By Mike Rother Coaching PDCA The Five Coaching Kata Questions & the PDCA Cycles Record are used together 5-Question Coaching Dialog Rapid PDCA Cycles Used by the Coach Used by the Learner 6/5/

40 By Mike Rother Ask the 5 Questions at Each Step 6/5/

41 Exercise Coaching Kata Apply improvement concepts to improve production process 6/5/

42 Daily Continuous Improvement Problem Solving Kata 6/5/

43 Quote In tightly linked processes, problems can t hide. Glen Uminger Toyota Motor Manufacturing, North America 6/5/

44 Problem Solving Steps 1. Problem Statement 2. Target 3. Current State Data 4. Cause Analysis 5. Countermeasures 6. Implement 7. Follow-up & Reflection 6/5/

45 1. Problem Statement Problem Statement Write a clear statement that describes and quantifies the problem or situation The statement should be very specific and focused Containment Once the problem has been identified, a containment strategy must be identified and implemented Stop the Bleeding 6/5/

46 2. Target Set Targets to be Achieved Describe the effect to be achieved Set a specific timeframe or date to accomplish the task The targets should align with business goals Identify the Gap 6/5/

47 3. Current State Data Define the Current State Describe how the work is done, not how it is suppose to be done through established procedures Find the Facts Use basic tools to gather the data The facts are also used to identify the root cause of the problem Go & See 6/5/

48 4. Cause Analysis Determine the Root Cause Determine the Root Cause by analyzing the facts Use Cause & Effect methodology to drill down to possible root causes Why, why, why 6/5/

49 5. Countermeasures Generate Improvement Ideas Use brainstorming or other methods to identify possibilities/alternative approaches that will address the root cause Select Improvements Organize and prioritize the alternatives and choose the ones that provide the best solution Eliminate the Cause 6/5/

50 6. Implementation Simulate & Institute Countermeasures Try out the chosen changes through try-storming Then put the final choices into place Establish / Document Standards Use standard formats to document, train, and institutionalize the changes Close the Gap 6/5/

51 7. Follow-up & Reflection Ensure Adherence to Standards Establish the methods to be used to audit ongoing progress Reflect & Act on Learning What can be done better in the future? Intimately Own the Problem 6/5/

52 Daily Continuous Improvement Value Stream Mapping 6/5/

53 By Mike Rother Value Stream Managers Don t Just Avoid Variances Plan Actual They Manage Toward Perfection Next Future State Future State Current State Original State 6/5/

By Mike Rother The Role of Value Stream Mapping The Future-State

Frames Frames Understand the Direction or Challenge Grasp the

Toward the Target Condition TC CC VSM Here 6/5/2015 In what

54 By Mike Rother The Role of Value Stream Mapping The Future-State Map helps provide an overarching Challenge to strive for Frames Frames Frames Understand the Direction or Challenge Grasp the Current Condition Establish the Next Target Condition Iterate Toward the Target Condition TC CC VSM Here 6/5/2015 In what direction should process teams improve using the Improvement Kata pattern? 54

55 By Mike Rother The Role of Value Stream Mapping This is a main intended role for VSM Process Team A Target Condition Next Target Condition Typically a 6-month to 3-year time frame Process Team B Target Condition Next Target Condition Challenge Vision Process Team C Target Condition Next Target Condition 6/5/

Evaluate - PPW to CSA - Hdwr in Rack C/T= 12,420s # P= 6 Data Entry: 12,420 s D= # = QH D= # = QP VA NVA NVA Quote & Get PO from Customer C/T= 1,800 s # P= 1 Data Entry: Value Add Step Non-Value Add

56 Receive, Put in Rack C/T= 900 s # P= 1 QH D= 15 min # = Getting Order Ready; - Contact Cust. - PPW to Tech C/T= 26 min # P= 1 Data Entry: - S/N - Order # Put PPW w/ Hardware C/T= 300 s # P= 1 Input / Output Activity Decision Milestone Move Delay A (Link) Store # = QH D= 5 min VA - Teardown - Evaluate - PPW to CSA - Hdwr in Rack C/T= 12,420s # P= 6 Data Entry: 12,420 s D= # = QH D= # = QP VA NVA NVA Quote & Get PO from Customer C/T= 1,800 s # P= 1 Data Entry: Value Add Step Non-Value Add Step D= 2,850m # = QP Non-Value Add But Necessary Step Order Parts & Send Work Order to Floor C/T= 1,500 s Data Entry: VA Receive Ordered Parts & Place in Tri-wall C/T= 10,800s # P= 1 VA - Review QP - Pull Hdwr - PPW Shows UP - Hdwr to Tri-wall C/T= 10,800s # P= 6 QH = Hardware Queue QP = Paper Queue PPW = Paperwork # = QH D= C/T= Get Parts & Paint # P= 6 Paint Dry D= 15-60m C/T= C/T= 900 s 26 min 300 s 1,800 s 1,500 s 1,200 s 600 s 30 min 60 min 5 min 207 min 2,880 min 2,592 min # P= 1 10,800 s Manual Electronic VA # = 12,384 s Assemble # P= 6 NVA - Test - QA - Final Inspect # P= 6 D= 700 m # = QH Ship C/T= 1,200 s # P= 1 Data Entry: QP D= 1,430m 5,760 min 1,440 min 720 mn 1,440 min VA # = Invoice C/T= 600 s # P= 1 Data Entry: VA = 9.9 hrs C/T = 13.1 hrs LT = 11 days Get Quote & Issue PO C/T= m # P= 1 Data Entry: - S/N - BT, ST - Due Date - PO # ISO 0 min Activity D= # = QP Input / Output (Link) Receive & Place Product C/T= 2.03 m # P= 1 Data Entry: - Location 30 min Decision Teardown & Evaluate C/T= 3.9 m # P= 6 Data Entry: - Disposition min 2.03 min 3.9 min VA Re-Quote? Yes Re-Quote & Edit PO C/T= 4.5 m # P= 1 Data Entry: - Edit Costs Milestone Move Delay Store No A Order Parts C/T= 4.0 m # P= 1 Data Entry: - Cmplt - Move - Sourcing VA NVA NVA Value Add Step Non-Value Add Step # P= 1 Non-Value Add But Necessary Step Get Ordered Parts C/T= 4.1 m Machine C/T= 2.06 m # P= 6 Data Entry: - Part In - Clear PO - Location VA VA Rebuild: - Paint - Assemble - Test C/T= 1.03 m # P= 6 Data Entry: - Disposition - Checklist - Torque Sht ISO VA QH = Hardware Queue QP = Paper Queue PPW = Paperwork Ship C/T= 1.52 m # P= 1 Data Entry: - Pick/Pack - Pack Slip - Move 15 min 203 min 20 min 180 min 206 min 30 min 8.5 min 4.1 min 1.03 min 3.72 min 1 min 0 min 0 min 0 min 3 min 20 min 207 min 2,880 min 5,760 min 1,440 min 2,160 min ISO 0 min Data Entry: - Verify Data - Verify Costs - Close Manual Electronic Invoice C/T= 2.2 m # P= 1 C/T = hr LT = 8.66 days Physical C/T Oracle C/T ISO C/T Value Stream Tracking Center CURRENT STATE VSM FUTURE STATE VSM IMPLEMENTATION PLAN Current VSM: Depot Repair Future VSM: Depot Repair VA, NVA Information Legend CSA Machinist Tech Timing Interfaces VA, NVA Information Legend CSA Machinist Tech Timing Interfaces Receiver / Shipper Receiver / Shipper PERFORMANCE METRICS 90-DAY ACTIVITIES $ $ $ Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec $60 $40 $20 $0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Quality Delivery Productivity 6/5/

57 Sim Round 2 Apply improvement and coaching concepts to improve production process 6/5/

58 Daily Continuous Improvement Summary 6/5/

Visual of DCI Evolution of Improvement Start of Lean Journey Find quick wins and use structure to teach Kaizen process Turn Improvement activities over to internal coordinators Set structure in place

59 Visual of DCI Evolution of Improvement Start of Lean Journey Find quick wins and use structure to teach Kaizen process Turn Improvement activities over to internal coordinators Set structure in place with management Train Team Leaders Work Cell CI Event Point Kaizen Work Cell Daily CI (DCI) Use data from Daily CI and Point Kaizens to produce a very strong CI Event Work Cell Attack problem highlighted through Daily CI with a small team Work on small improvements Problem solve daily issues Gather Baseline Data for planned Kaizens Continuous Growth Work Cell Hour by Hour Chart Gemba Board J a n J a n F e b Quality M ar A pr M ay J u n J ul A u g S e p O ct Delivery F e b M ar A pr M ay J u n J ul A u g S e p O ct Problem Solving N o v N o v D e c D e c Daily Gemba Walk 6/5/

60 By Mike Rother 6/5/

Lab Quality Confab LEAN Principles. 4 Fundamental LEAN Tools to Transform your Laboratory. Rita D Angelo, Bonnie Messinger, Bill Krzisnik

Lab Quality Confab LEAN Principles. 4 Fundamental LEAN Tools to Transform your Laboratory. Rita D Angelo, Bonnie Messinger, Bill Krzisnik Lab Quality Confab 2018 LEAN Principles 4 Fundamental LEAN Tools to Transform your Laboratory Rita D Angelo, Bonnie Messinger, Bill Krzisnik Learning Objectives The Learner will be able to: 1. Understand