Continuous Improvement Workshop: Kinexus Kaizen in Action
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1 Continuous Improvement Workshop: Kinexus Kaizen in Action
2 Introductions Josh Cosner Director of Quality Kinexus ü IT Background ü Been with Kinexus 6 years ü Internal Consultant ü Lead Kinexus Kaizen Program ü Certified Six Sigma Black Belt.
3 Session Description Continuous Improvement as a core business strategy has become an essential element to delivering results to customers. Come learn from Kinexus, practitioners in Continuous Improvement within the non-profit realm, to learn about their journey and roadmap to becoming a Continuous Improvement organization. Then, explore the tools and methods first hand with a practical application simulation led by Kinexus Black Belt..
4 Key Takeaways 1. Learning about Kinexus' Continuous Improvement journey 2. A roadmap for starting your own journey 3. Framework for solving complex business problems.
5 What is Quality, Continuous Improvement, or Kaizen? High level: A set of methodologies, tools, and culture designed to increase performance and customer satisfaction, via the continual improvement of products, services, or processes. Common Terms/Systems/Methodologies: Lean: Minimizing waste and maximizing value Six Sigma: Reduction of variation and defects (SPC, or Statistical Process Control) Total Quality Management (TQM): Management system and approach to continuous improvement Belts : Amount of subject matter expertise in Quality Master Black, Black, Green, Yellow, and White.
6 Kinexus Kaizen- What? Kinexus Kaizen is a Quality Improvement System developed by and for the staff at Kinexus. It is a meld of various Quality models customized for application in our environment. The main focus is based upon critical thinking, continuous improvement, and continual learning. Kinexus Kaizen utilizes various Quality tools and methods to systematically achieve operational excellence. Reference
7 Kinexus Kaizen- Why? Breaks down organizational silos Creates a common language for improvement Builds internal and external capacity (SME) Provides framework for solving the complex business problems we face everyday Creates an empowered and highly functioning, critically thinking staff Positively impacts culture by creating a fun place to work, increasing job satisfaction, and improving morale Impacts our community by delivering outcomes and high customer satisfaction Reference
8 Kinexus Quality Journey- Timeline In 2011, Kinexus made the formal investment and commitment to be a Continuous Improvement organization Where did we start? and on Partnered with Whirlpool Corporation who sponsored Green Belt training Internal project work; continued partnership with Whirlpool Corporation for Black Belt training Kinexus Kaizen; staff mentoring by MBBs; Continuous Improvement Fundamentals for all Workforce staff Robust White Belt Program for staff and partners; internal and external project work; culture number one Green and Yellow Belt program development; further Black Belt training; people development and business process improvements.
9 Kinexus Kaizen- Strategy 1) Knowledge a) Subject Matter Expertise b) Learning organization 2) Application a) Rigorously applying Quality b) Integration throughout the business 3) Value a) Value as defined by our customers b) Ensuring what we do matters Reference
10 Kinexus Kaizen- Strategy Two Key Areas 1) People a) Becoming a Learning Organization (Continuous Education) b) Professional Development in Quality c) Building and Developing the Quality Talent Pipeline 2) Business Process a) Integration of Quality Tools and Methods into the Business b) Versed in our Organizations Metrics c) Pulse of the Organization d) Make Better Processes Reference
11 Quality Roadmap 1. Ensure Executive Leadership Support: Alignment to Strategic Direction 2. Define Your Intentions- Wheeler Questions 1. What are you trying to accomplish? 2. By what method? 3. How will you know (what does success look like)? 3. Establish Your Core Quality Organization: Guided by Black Belt(s) or other Quality experts 1. Deployment Team: 1. Deployment Manager 2. Tactical Leadership 3. Communication/Change Management 2. Guiding Doctrine: Vision, Structure, Methods, and Training Plan
12 Quality Roadmap (cont.) 4. Establish Core Group of Champions: Internal influencers and change agents 1. First round of Foundational Quality Training 2. Set the cadence 3. Change agents for the culture shift 5. Internal Capacity via Foundational Quality Training for Greater Organization (White/Yellow Belt) 1. Fundamentals- practical and applicable to everyday work 2. Builds culture, establishes cadence, and provides common language 3. Delivered and developed by Black Belt(s) and/or Tactical Leadership
13 Quality Roadmap (cont.) 6. Internal Capacity via Quality Subject Matter Experts: Future leaders of your Quality organization 1. In-depth Quality training for the Lean/Six Sigma Green/ Black Belt 2. Practical (on the job) and classroom training 7. Continual Project Work: Integration Into the Business 1. High impact and sponsor led 2. Measureable impact 3. Small and sequential work- build the momentum and get little wins 8. Continual Education: Keeping Current and Relevant 1. On the job experiences (classroom, kaizen events, etc) 2. Benchmarking 3. Rewards, recognition, and communications: Top of mind
14 Kinexus Quality Journey- Learnings What have we learned along the way? Most important part (often the most undervalued) is culture Philosophy has to be not changing your work, but changing the way you do your work Based around critical thinking; can t accept the status quo Empowerment: granted vs. experienced Critical thinking builds an agile, integrated organization Speed vs. Depth; Lean on the side of speed (adaptability) Work on things that matter (what keeps you up at night?).
15 Q & A Does your organization have a Continuous Improvement culture? What is your experience in Continuous Improvement? What has worked? What has not? Do you wish that your staff had a Continuous Improvement mindset?
16 PDSA PDSA Cycle Plan: Develop the plan Do: Execute the plan Study: Study and learn Act: Take Action Iterative Cycle
17 Wheeler Questions What: A set of questions intended to guide you in establishing the goal, method, and vision of a opportunity for improvement, process, or project. Purpose: Bring clarity to the intent and vision to your problem. 1. What are you trying to accomplish? 2. By what method? 3. How will you know? Bonus Question: 4. What does success look like?
18 Wheeler Questions- Example 1. What are you trying to accomplish? To increase WPR from 35% to 75% 2. By what method? Identifying relevant factors, mapping the process, and prioritizing where to work 3. How will you know? When data suggests we are at 75% WPR on a consistent basis Bonus Question: 4. What does success look like? Increased communication; higher customer satisfaction What else?
19 Cause and Effect Diagrams What: A tool used for 1) Robust 5 Why, and 2) Factor or variable discovery. Also a great communication tool. Purpose: To visually display the many potential root causes or variables related to a problem or process. Also known as: Fishbone Diagram, Ishikawa Diagram, C&E, Root Cause Analysis Tool When to use: Complex problem, process, or opportunity for improvement that has many factors, components, steps, or potential root causes
20 Cause and Effect Diagrams Examples
21 Process Map What: Process maps refer to a series of activities and procedures that define what a specific entity accomplishes, who is accountable, what are the inputs (Xs), and what are the outcomes for success. Purpose: To document, understand and manage current processes, the steps, decisions, actions and outcomes. Also good for training and communicating a process. Like a Flow Chart except more detail. Flow Chart + Cause and Effect Diagram = Process Map
22 Process Map- Example Example Y: Idea Y: Basic Plan Y: Decision of Go/No Go Start Idea/Opportunity presented Idea/Opportunity presenter hones basic plan Idea/Opportunity presenter brings idea and basic plan to Todd Discussion on Idea/ Opportunity Proceed? I: Leadership team (ideas) I: Community (opportunities) N: Lack of fit N: Source of idea X: Financial Potential X: Systematic location (sphere fit) X: Market info N: Lack of SME X: One- on- one conversation with Todd X: Leadership meeting X: One- on- one conversation with Todd X: Leadership meeting I: SMEs on Leadership team No Process Exits
23 FMEA What: FMEA, or Failure Mode and Effects Analysis, is a tool used to prioritize process improvement efforts Identifies: Process components; failure modes; failure effects; severity (internal/external); causes; frequency; controls; detectability; and actions. Then sets a priority via Risk Priority Number, or RPN Purpose: To document and systematically assess the risks and determining where and in what order to work. What is your process and the steps taken? How could the process fail or break down? How can you be robust to those failure modes?
24 FMEA- Example.
25 TIMWOOD (Lean) A very brief introduction to parts of Lean Highlights and awareness- Tip of the iceberg What is Lean? Maximizing customer value while minimizing waste Value: What customers are willing to pay for - Adds value and transforms the product or service Waste: Anything that the customer is not willing to pay for - Two Types - Non value add but necessary (Type I Muda) - Non value add and unnecessary (Type II Muda) Comes in many forms, one way to describe is TIMWOOD
26 TIMWOOD (Lean) Acronym for 7 Types of Waste - Transportation - Inventory - Motion - Waiting - Over processing - Over production - Defects
27 TIMWOOD (Lean) Example: Service Center Self Serve Printing Opportunity Area: Waste Reduction (Printing Resources) Moved & Reduced Waste Form: Over production Theory: Moving the printers will reduce supplies usage
28 TIMWOOD (Lean) Example: Service Center Self Serve Printing 2 Increased: -Motion (Job Seekers) -Waiting (potentially) Estimated Waste Eliminated (Year): - 50,000 printed pages reams/5 toners - ~$1,000 But what about Cause and Effect? Which holds More value? But also reduced: -Skills (Staff) -Motion (Staff) -Over production
29 TIMWOOD (Lean) Example: Service Center Self Serve Printing 3 Point of the Story: Newton s Third Law For every action, there is an equal and opposite reaction. - Think cause and effect - Think If/Then - Take care of your people - Overall, what is best for organization AND customer
30 Standard Work What: At a high level, Standard Work is a detailed and documented best practice for a particular set of actions or process. It outlines what is trying to be accomplished (the outcome) in the most efficient way possible. Purpose: To reduce variation, increase predictability, provide a baseline to measure improvement, expose problems and ease in improvement efforts Where there is no standard, there can be no kaizen. - Taiichi Ohno
31 Standard Work Example: Getting Coffee at Biggby Scenario: Jane orders a latte from the Detroit shop Result: Too milky Not satisfied Jane then travels to Ann Arbor, orders the same latte Result: Different from last time, now too cold Not satisfied Regretfully, she goes across town and orders the same latte Result: Different from last time, now too weak Not satisfied Final result: I m not buying my coffee from there again!
32 Standard Work Detroit Biggby: Own process, use more milk in latte Ann Arbor Biggby 1: Own process, different water Ann Arbor Biggby 2: Own process, different espresso machine Inconsistencies: - Different machines - Different processes - Different training and methods No Standard Work! All resulting in too much variation, and losing customers
33 Standard Work Imagine if: Jane orders a latte from the Detroit shop Result: Just right Satisfied! Jane then travels to Ann Arbor, orders the same latte Result: Same as Detroit, just right Satisfied! Jane goes across town and orders the same latte Result: Same as all the others, just right Satisfied! Final result: I love Biggby, they get my coffee right every time! How do you achieve that? By having Standard Work.
34 Control Charts What: A visual representation of a set of data, in time series, that displays variation over time and can identify common cause and special cause points. Purpose: To better understand a process, view the data and time series, and determine whether the process is SPC: Stable Predictable In Control Can be very complex, but at a high level, can display a lot of great information Control Chart Macro
35 Control Charts Example Individuals Chart Average Upper Control Limit Moving Range Chart Lower Control Limit
36 Thank you!
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