“Improvement Has No End”

1. Gemba Kaizen
“Improvement Has No End”
Anand Subramaniam

2. “To change and to improve are two different
things.”
- German Proverb
2

3. Highlights
 Kaizen
 Gemba
 Gemba Kaizen
 Roles & Targets
 Overcoming Resistance
3

4. Kaizen
4

5. Kaizen Vs. Innovation
Kaizen Innovation
 Un-dramatic  Dramatic
 Low Cost  High Cost
 Low Risk  High Risk
 Human Effort  Technology
 No Brainer  More Thought
5

6. Kaizen Concepts
Kaizen &
Management
Process Vs Follow SDCA /
Results PDCA Cycles
Kaizen
Concepts
Putting Quality
Speak with Data
First
Next process
“Customer”
6

7. Kaizen & Management
Maintenance Improvement
• Follow current • Upgrade existing
Standards Standards
Operating Operating
Procedures (SOP) Procedures (SOP)
• SDCA • PDCA
7

8. SDCA / PDCA Cycle
PLAN DO
ACT CHECK
PLAN DO
PLAN DO ACT CHECK
Standardise
Performance
& Sustain
ACT CHECK Kaizen Event
Standardise
& Sustain
Standardise
& Sustain STD DO
STD DO
ACT CHECK
Kaizen Event ACT CHECK
Time
8

9. SDCA / PDCA Cycle
SDCA PDCA
Do First Do Next
Maintain Improve
Standardise & Further Improve
Stabilise Current Standardised &
Process Stabilised Process
9

10. Putting Quality First = QCD
Quality
First
Cost Delivery
10

11. Major Kaizen Systems
TQC / TQM
JIT / TPS / Pull Improve All Policy
Processes
/ Kanban Deployment
Strategies, &
Eliminate NVA Cascading Plan
Kaizen
Systems
Suggestion
TPM Quality Circles
System
Maximise Small Group Employee
Equipment
Efficiency Activities Participation
11

12. Gemba
12

13. Gemba & Management
Top Management =
Establish Policies,
Targets, Priorities, &
Allocate Resources
Control
Customer Expectation > Gemba > Customer Satisfaction
Top Management =
Support
Should Listen, Help
& Learn from
Gemba Employees
13

14. Gemba House
Input Process Output
Man
Quality
Machines SDCA
Materials Cost
Methods
PDCA Delivery
Measures
Operational + Managerial Standards
5 S = House Keeping Discipline
NVA = Muda + Mura + Muri
14

15. Gemba Process
Temporary
Problem / Check Gembutsu Countermeasures
Abnormality (Physical / Tangible
(Symptoms)
(Go to the Gemba) Objects)
Standardise &
Prevent Find Root Cause
Recurrence (Why?)
(SDCA)
15

16. Gemba Output = QCD
Total Management Of……
Cost Logistic Quality
16

17. Standards
Operational Managerial
 External Process  Internal Process
 Impacts = QCD  Policies, Procedures,
Systems
17

18. Why Have Standards
Integral part of
Best way to Quality Assurance
Basis for do a job
SDCA / PDCA
Basis for
Training
Way to
measure
performance
Why STD?
Basis for
Audit
Show
Relationship
Cause & Effect
Training
Minimises
Prevents Goals
Variability
Errors
18

19. Gemba Kaizen
19

20. Quality Circle or Kaizen Story
Select Theme
Plan
Current Status
Identify Root
Cause
Establish
Counter
Measures (CM)
Implement
CM
Do
Confirm CM
Effects Check
Establish /
Revise STDs
Act
Stabilise &
Start Again
20

21. Kaizen – Key Principles
 Say “ NO “ to status quo  Get rid of old assumptions
 Good ideas come when the  It does not have to cost a lot of
going gets tough money to improve the process
 Do not look for excuses, find  Look for wisdom from the team
ways to make it happen rather than one individual
 Do not worry about being  Do not stop asking questions
perfect - even if you get half till root causes of problems are
way - Start now established
 If something is wrong fix it on  Never stop doing Kaizen event
the spot
21

22. Kaizen – Reduction in Non-Value Add
Before Kaizen
Value Add The kaizen mindset focuses on
small, incremental yet frequent
Kaizen 1 improvements to make changes to
non value added processes.
Non Value
Add
Kaizen 2
Kaizen 3
Kaizen
Kaizen
Kaizen
Measurable Improvements over time
22

23. Kaizen – Do & Do Not
Do Do Not
 Open minded to all approaches  Assume everything is good on
what you hear (see it with your
 Try as many ideas as possible. eyes)
Minimum of three (3)
 Just sit around but brainstorm
 Do as many observations of reality as (justify the current way things are
possible (10) done)
 Do include one person who is  Assume you know the problem
convinced it can’t be done
 Hold a Kaizen to resolve an issue
 Do make sure management is that is not driving a business goal
committed to resolving the issue and
supporting the team
23

24. Roles & Targets

25. Stakeholder (Sponsor) Engagement
SPONSORS
Sensei
TARGETS
25

26. Sponsor’s Role
Understand the need Model a confident
Solicit
for the change and help and constructive
feedback
others design the view of change
“Future State”
Acknowledge what Monitor and readjust
people are priorities & allocate
experiencing and Sponsor resources
give them
opportunity to
express it Show personal
support – both
Hold Change public and private -
Agents & the throughout the
Change the reward / Targets
recognition system change
accountable
26

27. Sensei’s Role
Exhibit leader behavior Integrate the Modify time
and create change into frames / resources
dissatisfaction with the the culture as needed
“status quo”
Plan and/or
Understand the implement the
need for the “communication”,
change & the Sensei “education &
impact on all training” and
involved “reward” strategies
Communicate the
Involve the Targets in change clearly and
planning whenever CONSTANTLY Manage the
possible change resources
27

28. Targets
Successful Change
Think first about
begins with
what they have to
understanding the
give up, not what
Targets of the change Be concerned that
they’ll get
they don’t have
enough skill or
resources
Feel alone even if
everyone else is Targets
going through the Feel self conscious
change and ill at ease when
confronted by
change
Be at different
Only be able to levels of Try to go back to
handle so much readiness for doing things the
change change “right way” when the
pressure is off
28

29. Overcoming Resistance

30. Resistance
We’ve tried It would have We need to spend
something like worked in other more time thinking
this before places but not here about it
We don’t have It’s a good
time for this idea; it just
won’t fit here
It’s impossible;
it just won’t Resistance The union /
work shop floor /
etc. won’t go
Too many for it
changes have
been made
already I just want It will
It’s to be left cause
unrealistic; alone to do conflict /
The company is reality will my job / my difficulty /
doing fine already; kill it thing chaos
who needs it?
30

31. Resistance - Plan & Manage
Define the FUTURE STATE
Identify the steps to freeze,
unfreeze & refreeze
& Training
Education
Plan
Celebration
Reward &
Plan
Design the Change
Implementation Plan
Implement, Monitor & Support
the Change
Communication Plan
31

32. Communication Plan
Current State Transition Future State
 Repeat the Desired State
 Explain upfront why the  Show the distance people
message again and again
change is necessary have come
 Validate the Current State  Communicate positive
 Provide information and
results of Desired State
answers in a variety of
 Clearly define the Desired
ways
State  Acknowledge the price
they have paid
 Create safe ways to
 Identify what is not going
express resistance
to change  Thank them for their
efforts and the results
 Honor the old ways
 Focus on future positives
 Bury the old ways
32

33. Education / Training Plan
Current State Transition Future State
 Identify competencies and  Measure the performance
performance levels  Carry out training plan on levels
required in the Desired schedule
State  Provide refresher courses
as needed
 Assess gap between  Provide training about
current knowledge/skill change and the change  Design curriculum for new
level and desired level process hires and career
development
 Plan training outlines and
implementation process &  Tie training to the Desired
schedule State constantly and
consistently
33

34. Reward / Recognition Plan
Current State Transition Future State
 Examine current  Recognise behaviors that
performance measures  Stop rewarding old ways support the Desired State
and undesirable behaviors
 Identify behaviors that are  Reward achievement of
desired and need to be new performance
encouraged  Reward incremental steps measurements
toward new performance
 Develop new performance levels  Do not reward or ignore
measures that support the undesirable performance
Desired State
 Reward those who  Penalise destructive
surface resistance by behaviors
including them in the
“Tweaking”
34

35. “No one keeps his enthusiasm
automatically. Enthusiasm must be
nourished with new actions, new
aspirations, new efforts, new vision”
- Papyrus
35

36. Good Luck
http://www.linkedin.com/in/anandsubramaniam
36