DSVDBCCN

Formal
Kaizen
Workshop Agenda
Section One: Introduction to Kaizen

Events.
Section Two: Execution of a Kaizen

Event (Including after the Kaizen event).
What You Will Learn
How Kaizen events improve the

workplace
How to prepare for a Kaizen event.
(step-by-step)
How to execute a Kaizen event.

How to boost the results of your
Kaizen events.
Section One: Introduction to Kaizen
Definitions.
How do you improve processes?
Benefits of Kaizen events.
Results of Kaizen events.
Savings from Kaizen events.
Things to remember when planning a
Kaizen event.
Definitions
 The word “Kaizen” in Japanese

means improvement. (“Kai” means to take
apart + “Zen” means to make good, or the continuous
improvement process of creating more value and less
non-value-adding waste.)
 A Kaizen event happens when a

cross-functional group of associates
join together to improve some aspect
of their business processes.
How Do You Improve Processes?
Business processes are

improved by reducing or
eliminating non-value-
added activities or
waste..!
10 Basic Principles for Improvement
1. Throw out your fixed ideas on how to do things.

2. Think of how the new method will work – not how
it won’t.
3. Don’t accept excuses. Totally deny the status
quo.
4. Don’t seek perfection. 50% improvement is
acceptable if done immediately.
5. Correct Mistakes the moment they are found.
10 Basic Principles for Improvement
6. Don’t spend a lot of money on Improvements.
7. Problems give you a chance to use your brain.
8. Ask “Why?” at least five times until you find the

root cause.
9. Ten people’s ideas are better than one person’s,

hence use utilize a Kaizen Event..!
10. Improvement knows no limits.

Benefits of Kaizen Events
Reduce or Eliminate waste & conflict.
Get a focus on process instead of politics.
Ensure cross-departmental cooperation.
Improve cross-functional communications.
Improve standardization of processes.

Results of Kaizen Events
 Improve return on investment.

 Eliminate bottlenecks.
 Eliminate excessive overtime.
 Improve morale, respect, and
communication.
 Improve quality, cost and delivery.
 Improve Safety Compliance
Savings from Kaizen Events
Kaizen events saves money by reducing

or eliminating:
 Work-in-Process (WIP).
 Non-value-adding labor.
 Quicker Set-up times.
 Overtime.
 Duplicated activities.
Things to Remember When Planning a
Kaizen Event
 Production can be negatively affected in the

short-term.
 Complete shutdowns may be necessary.
 Be sure to have adequate production
materials for critical areas a head of time.
 Update paperwork as you go.
 Allow sufficient time for retraining.
 Presentation should be made key
management & all employees in the
affected area (including off-shifts).
Things to Remember When Planning a
Kaizen Event (cont.)
You must plan carefully since kaizen

events often involve support staff:
 Maintenance.
 Sales & Merchandising.
 Those not familiar with the process.
 Material handlers & other indirect labor.
 Plant Managers, Supervisors, technicians, etc.

Section Two:
Execution of a Kaizen Event
It’s a three-phase process:

 Phase 1: Kaizen Preparation (Identify the
projects, timing and staffing for each Kaizen event).
 Phase 2: THE Kaizen Event (understand the

problem, develop alternative solutions, and test &
implement improvements).
 Phase 3: Sustainability of Results.

The Flow Chart of the Kaizen Process
rs
Le n so m
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Mee am r
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e ri e es
a
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Ka na g
am tor
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ad
Ex e rs
Te
cil -
es s
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Approx.
t
a
Ste p loy
Le
Pr p er
Ma
mb
ize
ng
it
Timing
T
an
Sp
Em
Fa
oc
Te
Idea Anytime l l l
Elaboration of project proposal As Rec'd. l m
Preparation/distribution of list of
Kaizen Preparation Continuing l
proposals
Establishment of projects - 3 Months l m
Formulation of project task /
-2 Months l m
project goals
Selection of team leader - 2 Months l l m
Formation of team - 1 Month l m m m
Preparation of content of project - 1 Month m l m
Logistical project organization -2 Weeks m l m
Review Training Mat'l. w/ T. Ldr. -1 Week l m
Introduction to Kaizen Methods Day 1 l m
Presentation of Project Tasks Day 1 l C l
The Kaizen Event
Analysis of actual situation Day 1-2 o l l m m

Development/testing of n
Day 2 l l m m
Alternative Solutions s
Intermediate presentation Day 2-3 l u l l
Implementation of improvements l
incl. communication / Day 3-4 t l l m m
documentation in QMS i
Agreement of measures Day 3 m n l l m m
g
Final presentation Final Day m m l l m m
Project Docs. + Critique Final Day m l m
m m
Sustain
Implementation of open measures + 30 Days l m m m

Verification of effectiveness + 30 Days l m m m m m
30 day review + 30 Days l l m m m
3 month review + 90 Days l l l
l = Responsible Person
m = Assistance to Responsible Person
Key Personnel Definitions
 Steering Team: Usually the facility Manager

and their direct reports (including Lean Mgr.)
 Lean Manager: Manager responsible for
Continuous Improvement.
 Facilitator: A member of the Continuous
Improvement Staff responsible to coach the
Team Leader and ensure the process works.
 Team Leader: Responsible for Kaizen Team
members and team results. (Typically NOT from area
of Kaizen.)
 Sponsor: Person responsible for area where
each Kaizen event will occur.
 Experts: Key technical people of the “process”
but not on team. Available if needed.
Typical Kaizen Week
Typical Kaizen Week
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
9:00 - 12:00 8:00 - 9:00 8:00 - 9:00 8:00 - 12:00
Team Review Team Review Prepare Presentation

Kaizen TRAINING
9:00 - 12:00
Implementation 9:00 - 12:00
Begins Implementation (Cont.)
12:00 - 12:30 12:00 - 12:30 12:00 - 12:30 12:00 - 12:30

LUNCH LUNCH LUNCH LUNCH
13:00 - 14:30 12:30 - 14:00
Project Review 13:00-14:00 13:30 - 17:30
Practice
Mid-point Mtg. with Implementation (Cont.) 14:30 - 15:00
14:30 - 15:30
Sponsor
Team Analysis 14:00 - 17:00 PRESENTATION
Implementation (Cont.)
15:30 - 17:30
Sub-Team Analysis
adidas-Salomon – Continuous Improvement - Americas

1
Phase 1: Kaizen Preparation
Step 1: Select key issues for improvement.

Step 2: Select and prepare areas where Kaizen
event is to occur.
Step 3: Select & announce the team leader and
members.
Step 4: Review by Sponsor with team leader &
facilitator Kaizen expectations. (Incl. the
current or baseline situation needing improvement.
Step 5: Set a target for results of Kaizen Event.
Step 6: Decide how to measure & sustain
results.
Step 1: Steering Team should select each kaizen

event:
 Ensures management leads transformation.
 Examples:
 the line balance of a stitching line.
 quick change over of a screen printing

line.
 Place each event on your 90-day Kaizen Plan

(planning is out 90 days).
Sample 90-Day Kaizen Plan
January 2004 February 2004 March 2004 April 2004
28 - 3 4 - 10 11 - 17 18 - 24 25 - 31 1-7 8 - 14 15 - 21 '22 - 28 29 - 6 7 - 13 14 - 20 21 - 27 28 - 3 4 - 10 11 - 17 18 - 24 25 - 1
No. Kaizen Short Title Facilitator Sponsor Team Leader 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
1 6-S in Warehouse #3 Johhny Lui Eddie Revis Janet Bryce P R 04-01 30 90
2 6-S in Maintence Room. Eric Block Susan Dickerson Julio Gomez P R 04-02 30
3 6-S Sewing Pilot Cell (#34) Margaret James Gayle Hill Julie Smith 04-03
Line Balance Sewing Pilot Cell

4 Tony Lomar Gayle Hill Wayne Marks P R 04-04 30
(#34)
Develop Process to "Fix /
5 Sammy Zink Susan Dickerson Julie Smith P R 04-05
Repair" sewing Machines in 3
CEDAC in sewing holes in
6 Maggie First Gayle Hill Taylor Fisk
Garments (Cell # 34)
7 Packing Count Errors. Johhny Lui Ronaldo Gia Kyle Johnson P R 04-06
Team Leader Training Module

8 Bob Honest Steering Team Susan Dickerson P R 04-07
Training (15 students)
Quick Style Change-over in
9 Eric Block Gayle Hill TBD
Sewing Pilot Cell (#34)
10
11
12
13
14
15
16
17
18
19
20
LEGEND:
Safety Shutdown week (2x/yr)
04-05 This is week of Kaizen Event and its number.
P Planning Session this week with Kaizen Sponsor.
R Review Training Materials by Faciltitator and Team Leader.
30 Week of 30 Day Review with Sponsor.
90 Week of 90 Day Review at Plant Steering Team Meeting.
Sample 90-Day Kaizen Plan
Milestone Worksheet
Control point: Deployment members: ____________________

Date: ____________________
Page__ of __ ____________________
Nov. Dec. Jan. Months
Item Task Estimated Person 2 9 16 23 30 7 14 21 29 3 10 17 24 31 F M A M J J A
completion responsible E A P A U U U
B R R Y N L G
Step 2: Select and prepare an area where

the kaizen event is to occur:
 Sponsor must define expectations of
Kaizen event (30-40 days before event).
 Communicate in advance with

associates in the area about the
upcoming Kaizen event.
Be sure to set and maintain boundaries of the

physical area throughout the kaizen event
Step 3: Select and announce the team

leader and members:
 Facilitator will ensure the team leader
is technically prepared for the specific
kaizen event (Select TL 2 months & team 30 days
before event).
 The facilitator will develop specific

team training needed for each kaizen
event. (See Appendix II)
Date: April 19, 2002
Project No. IL-2002-01
Location: Durham
Type Kaizen: Major
Kaizen Project: Process Map Post Blue Style Start-up Activities
Scope: Document & Improve the post “Blue Book”

Activities to ensure saleable goods are in Finished
Inventory.
Deliverables: Prepare a process map of al activities, V/A & N-

V/A with responsible IL positions. If vacancies
exist seek out (or recommend) responsible persons
to assume these activities.
Limitations: No expense monies pre-approved.

Complete in time available.
Sponsor: Terri Blum & Paul Dubnansky.
Start Date/Time/Place: Thursday 05/02/02 at 8:15 a.m. Prod. Conf. Rm
Completion Date/Time: Friday 05/03/02 at 10:00 a.m.
Presentation Location/Date/Time: Friday 05/03/02 at 10:30 a.m.
Team Leader: Shane Hoover
Facilitator: Plant Lean Facilitator’s Name
Team Members: Lennie Luz Ann King

Rose Lawton David Chistov
Mary Bass
Step 4: Review by Sponsor with team leader

and facilitator the specific Kaizen
expectations. ID data requirements in
advance:
 Example: We are stitching 4,500 pieces
of three-stripe tees a week in sewing
room #3 and the RFT (right the first time)
rate is 83%.”
 What data will be required and is it readily
available or need to collect in advance for
the team..?
Action Comments
Project Short Title
Who is the Customer?
Define Customer Expectations.

(Incl. How is the process failing
(e.g. Quality, Throughput,
Price/Cost)
Need specific and measurable
indicators of success.
Define Process Start.
Process Inputs.
Define Process End.
Process Outputs.
Analysis / Observations.(What
data does the team need to
collect & analyze) (Advance or
during event?)
Data Collection
 1st Sub-Team Assignment
 2nd Sub-Team Assignment
Define Deliverables for the

team.
SUSTAINABILITY: How will

we ensure we control the team
changes over time?
Step 5: Set a target for results of

Kaizen event.
 Example: “We are stitching 4,500 pieces
of three-stripe tees a week and we want
to improve the RFT by 50%.”
 Targets should be very aggressive:
 50% improvement in productivity.
 50% improvement in quality.

Step 6: Decide how to measure &

sustain results:
 Example:
“We will use the lean measurable
of RFT as reported by each
sewing line on the daily report
and graph results for current
week and previous 10-13 weeks.”
Phase 2: The Kaizen Event
Using a tag line from some company:
Just Do It..!
Step 1: The team is trained on the specific lean techniques

needed for each Kaizen by the facilitator.
Step 2: The team will gather and document facts and
information about the current state of the activity.
Step 3: The team develops alternative improvement ideas.
Step 4: The team will meet with the sponsor to determine
best solution to implement.
Step 5: Team will implement and verify best solution, and
update any documentation as necessary.
Step 6: Presentation & Celebration.
Step 1: The team is trained on the specific

lean techniques needed for each
Kaizen by the facilitator:
 Just-in-Time training (See Appendix II).
 All members present even if team
member has received similar training
before.
 Training is fresh and easy to remember
for the team during the kaizen
 Appropriate wall charts should be left up
in the room for the duration of the event.
Basic Rules
You are allowed to make

“mistakes”.
You are allowed to say “I don’t
know”.
You are not allowed to “lie”.
I MUST actively “participate”…!
Make sure that you have fun…!
Step 2: Gather and document facts and

information about the current
state of the activity:
 A value stream map
 Area maps
 Flow charts
 Standardized work sheets
 Quality data (RFT)
 End-of-line rate (EOL)
 CEDAC
Factory Facts
Apparel Mfg. Inc. 8-1/2 hours per shift
30 min. unpaid lunch
20 min. breaks
Production Available 460 min. per shift at 100%
Control
F/C F/C
Weekly Weekly
Monthly Weekly Monthly

Cotton Release Shop Orders Release TeeTops,
Inc. Ltd.
Production
Supervision
Weekly Daily
Daily Daily Daily Daily

12500
I
22500 Ship
I
Cutting I Decorate I Sorting I Stitching I Inspect
20160 6 19320 24000 8000 10000
& Tag
3 4 12 4
TCT= 15 sec. TCT= 5 sec. TCT= 40 sec. TCT= 30 sec. TCT= 50 sec.
C/O = 60 min. C/O = 0 C/O = 5 min. C/O = 5 min. C/O = 5 min.
Uptime = 85% Uptime =100% Uptime =100% Uptime =100% Uptime =100%
5.5 Avail. = 20400
days .61 days
Avail. = 27600
7 days
Avail. = 27300
2.2 days
Avail. = 27300
3.7 days
Avail. = 27300
4 days
Statistics
L/T= 23.01 days
15 sec. 5 sec. 40 sec. 30 sec. 50 sec.
VAT= 140 sec.
Factory Facts
Apparel Mfg. Inc. 8-1/2 hours per shift
re 30 min. unpaid lunch

20 min. breaks
t u e Production Available 460 min. per shift at 100%
Fu tat
Control
S Weekly
F/C F/C
Weekly
Weekly Monthly
Cotton Order Release TeeTops,
10
Inc. 10 Ltd.
10
Kanban S
S
XOX
Weekly
B Daily
B
S 10 10
Ship
Cutting/Decorating Sew/Pkg/Box 10 staging
Process
Design TCT. = 40 sec. 1 2 3 4 5 6 7

TCT= 20 sec.
5 days C/O = 30 min. 2 operators QCO AM
Uptime = 95% TCT = 80 sec.

@ 2 C/O per shift QCO C/O > 1 min. PM
Statistics
5 days 2 days 1 day L/T= 8 days
20 sec. 80 sec. VAT= 100 sec.
Standard Work Sheet: Example

Scope of From: Cutting Date prepared or revised:
Operations To: Sewing 12 Jan 2002
2.4 3.0 2.4 2.4 2.7 2.7 2.4
1 2 3 4 5 6 7 8
18 meters
6 8 1 1 1 2 2 2
Number and location of employees

c Copyright, All Rights Reserved Produ ctivity, Inc. 1999
Quality Safety Standard # of pieces
Check Precaution Work in Process of Std. WIP TAKT Time Part Path Total Square Feet
95 piece 54.0 sq. mtr.

rs
Le on so m
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Mee am r
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Ka na g
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Ma s
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Ex e rs
Fa en -
es s
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sU
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ita
Le
St p loy
Pr p er
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Timing
iz
cil
T
an
Sp
Em
oc
ee
Te
Idea Anytime l l l
Project Preparation
Continuing l
proposals
-2 Months l m
project goals
Project Implementation

Day 2 l l m m
Final presentation Final Day m m g l l m m
Project documentation Final Day m m l
Follow-up
Implementation of open measures + 30 Days l m m m m m

3 month review + 90 Days l l l l
©CEDAC CHART Current Effect Statement

“There has been an increase in copying
costs by over 400% since December of
2000 to over $6,000. This has occurred
with no increase in business and is an
unnecessary cost increase.”
F
r
e
q
u
e
n
c
y
Time
Target Effect Statement

“Copying costs need to show a significant
decrease to the mid-$5,000 level within the
next four weeks and are to be reduced to
$2,000 by June 1, 2002.”
TEAM MEMBERS
© Productivity, Inc.,2001
®
CEDAC : A Tool for
Analysis and Improvement
Cause Effect
Move copier into the
office area.
Hose clamp s ar e
stiff and awkward
to fasten .
B ill A. 5/29 Joe A. 4/1
Problem: Line A
defects, average
per shift.
12
4
Step 3: The team will develop alternative

improvement ideas:
 Brainstorm to create new ideas.
 Always think out of the box.
 Seven alternative ideas is best target.
 Search for the root causes of a
problem.
 Ask the 5 whys.
 Prepare to meet with the Sponsor at
Mid-Point of Kaizen event.
Step 4: The team will meet with the

sponsor to determine best
solution to implement.
 Present at least 5-7 alternatives.
 Should consider negative
consequences of each alternative.
 Should describe team logic for best
choice.
Step 5: Team will implement and verify

best solution and update any
documentation as necessary.
 Prioritize and test improvement ideas.
 Implementation should be fully
completed with minimum of homework.
 Homework MUST be completed within
30 days, including training other cells.
 Complete ALL documentation of
methods & procedures as needed.
Step 6: The team will make a final

presentation & have celebration.
 To key management, sponsor, and
employees in affected area.
 Ensures team gets credit for successes.
 Documents data, analysis and changes.
 All team members MUST participate.
 Include pictures as appropriate.
 Post presentation for all to see afterwards.
The Formal Presentation & Celebration
 Document results on the appropriate forms:

 Standard Work Sheet
 Time Observation Sheet
 Standard Work Combination Sheet, Etc.
 Document all improvements clearly.

 Limit Questions to clarification ones, and NO
public critique of the team..!
 Publish results to the entire plant.
 Celebrate with pictures of team, and ??..!!

Step 6: Sample Presentation Format in

Appendix I.
Phase 3: Sustainability of Results
Step 1: Plan and document how you will sustain during

planning phase.
Step 2: Kaizen self-critique.
Step 3: Team will develop means to track and document
performance results for a minimum of 90
days.
Step 4: Team will monitor results until 30 day review
held, Sponsor is now responsible.
Step 5: Sponsor will present sustainability results to
Steering Team at 90 day review.
Implement..! Implement..!
Implement..!
Step 1: Plan and document how you will sustain

during planning phase.
 Make initial plans with Sponsor on how to

track the key metrics for the process you
will Kaizen.
 This ensures sponsor and team leader and
facilitator are on the same page.
Action Comments
Project Short Title
Who is the Customer?
Define Customer Expectations.

(Incl. How is the process failing
(e.g. Quality, Throughput,
Price/Cost)
Need specific and measurable
indicators of success.
Define Process Start.
Process Inputs.
Define Process End.
Process Outputs.
Analysis / Observations.(What
data does the team need to
collect & analyze) (Advance or
during event?)
Data Collection
 1st Sub-Team Assignment
Define Deliverables for the

team.
SUSTAINABILITY: How will

we ensure we control the team
changes over time?
Step 2: Kaizen Self-critique
 The team to review what worked and what

needed improvement for both:
 The Kaizen process.
 Their performance as a team.
 Need feedback from Sponsor,
Management, and Employees in affected
area.
Kaizen Team Evaluation
In order to continuously improve our Kaizen process please take a moment to share your
opinions on our Lean initiative. All answers are completely confidential. We ask you to
answer questions thoughtfully and honestly so that we will know how to continuously
improve the process.
Please circle the word which best describes your opinion of the experience.
Very Good Good Okay Not Good
What did you enjoy the most? (Other than the food.)
What specifically do you feel needs improvement the most?
What areas of the Kaizen process do you feel need improvement?
Have you previously participated on a Kaizen Team? If so, how did this one differ?
Do you have any suggestions for a team? Any suggestions will be considered although
implementation can not be guaranteed.
Would you be interested in participating on another Kaizen Team?

If not, then please explain.
Audience Comments
For
Kaizen Team Presentation
In order to continuously improve our Kaizen process please take a moment to
share your opinions on Lean initiative. All answers are completely confidential.
We ask you to answer questions thoughtfully and honestly so that we will know
how to continuously improve the process.
Please circle the word which best describes your opinion of the presentation.
Very Good Good Okay Not Good
What did you enjoy the most about the presentation?
What did you dislike the most about the presentation?
What areas of the Kaizen process do you feel needs further improvement?
Have you previously participated on a Kaizen team? If so, how did this one
differ?
Do you have any suggestions for a team? Any suggestions will be considered
although implementation can not be guaranteed.
Would you be interested in participating on another Kaizen Team?

If not, then please explain.
Step 3: Team will develop means to track and

document performance results for a minimum
of 90 days.
 This ensures the team will define actual

documents to collect evidence of
effectiveness.
 The team must also devise a means to
track effectiveness over at least 90 days.
4 Windows - Chart
1. Trend-Chart 3. Actions
by
No. Cause Corrective Actions Respons.
700 621 1 Finishing frame mis-alignment Have C&B & Associates in to align frame & let-off J. Dow
600 2 Time to fill up is too long Establish circular flow system for finishing chemicalsD. Smith
495
500 3 Missing Print along edges Establish sensor - verify/confirm print paste at width. L. Brown
000s m2
345 Target = 300 4

400 5
300 222 6
200 7
8
100 0 0 0 0 0 9
0 10
11
0
01
01
01
01
01
01
01
12
/0
/0
1/
2/
3/
4/
5/
6/
7/
11
12
13
Month
14
2. Analysis - Chart 4. Activity Schedule = Action start to end

Week
No. 48/00 49/00 50/00 51/00 52/00 3/01 4/01 5/01 6/01 7/01 8/01 9/01 10/01 11/01
700 Cintering Defects 1
600 2
500 3
Edge Printing
000s m2
4
400 defect 5
300 Repeating 6
200 Printing Defects 7

8
100 Under-w idth 9
10
0
Finishing Defects 11
11/00
12/00
1/01
2/01
3/01
4/01
5/01
6/01
7/01
12
13
Month
14
Step 4: Team will monitor results until 30 day review

held, Sponsor is now responsible.
 The team will demonstrate effectiveness to

the Sponsor at the 30 day review.
 They will also demonstrate sustainability
for 30 days at this time too.
Date: page 1 from
Division/ Plant:
Reviewed by:
Project No. Carried out:

Sponsor:
Project task:
Objective:
30 Day Meeting Date: Number Homework: Done:
Improvement measurable:
Which changes were kept?
What kind of improvements
were implemented
afterwards?
How far the Objective are achieved?
Opinion of the sponsor: 20% 40% 60% 80% 100%

Opinion of the effected people: 20% 40% 60% 80% 100%
Additional necessary measurements:
Comments:
Step 5: Sponsor will present sustained & effective

results to Steering Team at 90 day review.
 Now the Sponsor of the Kaizen event must

demonstrate back to the Steering Team that
the Kaizen resources were well used and
what the results for the company have
been.
 This closes the loop
 90 days usually sustains a habit.
January 2004 February 2004 March 2004 April 2004
28 - 3 4 - 10 11 - 17 18 - 24 25 - 31 1-7 8 - 14 15 - 21 '22 - 28 29 - 6 7 - 13 14 - 20 21 - 27 28 - 3 4 - 10 11 - 17 18 - 24 25 - 1
No. Kaizen Short Title Facilitator Sponsor Team Leader 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
1 6-S in Warehouse #3 Johhny Lui Eddie Revis Janet Bryce P R 04-01 30 90
2 6-S in Maintence Room. Eric Block Susan Dickerson Julio Gomez P R 04-02 30
3 6-S Sewing Pilot Cell (#34) Margaret James Gayle Hill Julie Smith 04-03
Line Balance Sewing Pilot Cell

4 Tony Lomar Gayle Hill Wayne Marks P R 04-04 30
(#34)
Develop Process to "Fix /
5 Sammy Zink Susan Dickerson Julie Smith P R 04-05
Repair" sewing Machines in 3
CEDAC in sewing holes in
6 Maggie First Gayle Hill Taylor Fisk
Garments (Cell # 34)
7 Packing Count Errors. Johhny Lui Ronaldo Gia Kyle Johnson P R 04-06
Team Leader Training Module

8 Bob Honest Steering Team Susan Dickerson P R 04-07
Training (15 students)
Quick Style Change-over in
9 Eric Block Gayle Hill TBD
Sewing Pilot Cell (#34)
10
11
12
13
14
15
16
17
18
19
20
LEGEND:
Safety Shutdown week (2x/yr)
04-05 This is week of Kaizen Event and its number.
P Planning Session this week with Kaizen Sponsor.
R Review Training Materials by Faciltitator and Team Leader.
30 Week of 30 Day Review with Sponsor.
90 Week of 90 Day Review at Plant Steering Team Meeting.
90 Day Review Meeting

Section Two:
Execution of a Kaizen Event
 REMEMBER: It’s a Three - Phase Process:

 Phase 1: Kaizen Preparation (Identify the
projects, timing and staffing for each Kaizen
event).
 Phase 2: THE Kaizen Event (understand the
problem, develop alternative solutions, and
test & implement improvements).
 Phase 3: Sustainability of Results.
The Kaizen Process
rs
m
er
Mee am r
e
ri n e es
ea
se
Ka na g
am tor
an ors
ad
Ex e rs
cil -
es s
gT
sU
n
t
ita
Le
St p loy
Pr p er
s
Ma
mb
ize
Timing
on
T
Sp
Em
Fa
oc
ee
Te
Le
Idea Anytime l l l
Project Preparation
Continuing l
proposals
-2 Months l m
project goals
Project Implementation

Day 2 l l m m
Final presentation Final Day m m g l l m m
Project documentation Final Day m m l
Follow-up
Implementation of open measures + 30 Days l m m m m m

3 month review + 90 Days l l l l
The Kaizen Process
Questions…?
Can you plan a Kaizen now..?
Can you facilitate a Kaizen now..?
Can you prepare a Kaizen

presentation now..?
The
End
Appendix I
Formal Lean Training
Title
of the
Kaizen Event
Team Name
Final Presentation
Agenda:
 Introduce the Team
 Team Assignment
 Approach Used to Address Issue(s)
 Results of Analysis
 Measures Taken
 Before and after pictures
 Benefits
 Homework
 Sustainability
 “Other” Open Issues
 Special Thanks
Team Name
Final Presentation
Team Scope: State Scope here....
Team Leader: Full Name
Team Sponsor: Full Name
Facilitator: Full Name
Team members: Full Name
Full Name
Full Name
Full Name
Full Name
Team Name
Final Presentation
Team Assignment:
 Improve the ....
 Improve utilization of ....
 Improve & capture ....
 Document all improvements.
 Review the ....

Team Name
Final Presentation
Approach:
 Monitored existing ... process.
 Perform existing ....
 Identified clutter and hindrances to ....
 Identified value-added and non-value added
activities.
 Review the collection of waste process.
 Reviewed the material handlers procedure for ....
 Reviewed work instructions for ... process.
Team Name
Final Presentation
Results of Analysis:
 Beginning ... inventory was $ x,xxx.
 Variations in set-up process were identified.
 Use of ... is sporadic at best.
 Inconsistent collection of waste.
 Identified excessive ... waste from ....
 Outdated work instructions were found.
 Discovered preparation and organization for ... were
inadequate.
Team Name
Final Presentation
Measures Taken:
 Moved completed ... to ... for disposition.
 Set-up and marked area for … on the floor.
 Labeled thread-up rollers for all ....
 Updated procedures & work instructions.
 Reduced/Redefined ... procedures.
 Reduced change-over tools from 26 down to 1 per ....
 Identified location for correct waste collection.
Team Name
Final Presentation
This is the XYZ area for Charcoal, Black, Gray and Dark.
Before Kaizen
After Kaizen
Add Pictures if appropriate..!
Team Name
Final Presentation
BENEFITS:
 Reduced ... inventory from ... to ... yards.
 Reintroduced “6S” checklist for continued organizational

purposes.
 Reintroduced … for data collection accuracy.
 Reduction in waste of movement from … to ....
 Reduction in waste of errors from … to ....
 Identified the waste in the ... process from ....
 Improved the organizational flow in Inspection.
 Improved the visibility of … within the ... process.
Team Name
Final Presentation
Homework:
HW#1.... Full Name Date
 NOTE: Each homework assignment MUST be pre-agreed to

with person in advance of presentation.
Team Name
Final Presentation
Sustainability:
4 Windows - Chart
1. Trend-Chart 3. Actions
No. Cause Corrective Actions Respons.

700 621 1 Finishing frame mis-alignment Have C&B & Associates in to align frame & let-off J. Dow
600 2 Time to fill up is too long Establish circular flow system for finishing chemicalsD. Smith
495
500 3 Missing Print along edges Establish sensor - verify/confirm print paste at width. L. Brown
000s m2
345 Target = 300 4

400 5
300 222 6
200 7
8
100 0 0 0 0 0 9
0 10
11
0
01
01
01
01
01
01
01
/0
/0
12
1/
2/
3/
4/
5/
6/
7/
11
12
13
Month
14
2. Analysis - Chart 4. Activity Schedule = Action start to end

Week
No. 48/00 49/00 50/00 51/00 52/00 3/01 4/01 5/01 6/01 7/01 8/01 9/01 10/01 11/01
700 Cintering Defects 1
600 2
500 Edge Printing 3
000s m2
4
400 defect
5
300 Repeating 6
Printing Defects 7
200 8
Under-w idth
100 9
0 10
Finishing Defects 11
11/00
12/00
1/01
2/01
3/01
4/01
5/01
6/01
7/01
12
13
Month
14
Team Name
Final Presentation
Other Open Issues :

These are issues that the Kaizen Team
came up during their activities that
were outside the scope of their
assignment, but they wish to capture
and report to Management.
Team Name
Final Presentation
SPECIAL THANKS:
 ... Operators from all shifts.
 ... for large printed sheets.
 Full Name for ...

The
End
Appendix II
Formal Lean Training
6-S In
Production
Focus – Order & Flow through Cleanliness
The 6 - S Objectives
Customer Satisfaction
Lower costs
Improved safety Higher Simpler and

quality faster production
no/
fewer accidents shorter distances
Faster
no searching
Higher quality Less waste Better use of

machines
less scrap
less network
less waste
6-S no machines
downtime
6-S Focuses on Order & Flow..!
The 6–S Steps Step 6:
- SAFETY
Step 5: Create safe workplace and habits
Shitsake - SUSTAIN
Create standard works, good habits
Step 4:
Seiketsu - STANDARDIZE
Develop procedures, fix responsibilities
Step 3:
Seiso - SHINE
Clean the work area
Step 2:
Seiton - SET IN ORDER
Put the workplace in order
Step 1:
Seiri - SORT
Step 1: SORT
Do away with anything that isn’t

needed...
List and classify objects:

 What...?
 What for...?
 How often is it in use...?
 Storage place available..? Where..?
 Determine priorities…?
Establish Priorities
Priority How often are they How are they
used? stored?
Low Less than once a year Throw it away / store out the way.
Medium Every 2-6 months In the factory, but outside the

Once a month working area.
Once a week On the edge of the working area.
High Once a day Near where it is used.

Once an hour At the place it is used.
Several times an hour Have it on you.
Mark Unnecessary Objects
All objects which

cannot be directly
removed are
marked with a
“RED Tag.”
”RED Tag”
What?
How many?
What should happen?
Who?
By when?
Step 2: Set in Order
Determine a suitable storage location or place to deposit all objects:

 No looking for it later!
 Short distances!
Before: 323m After: 232m
Number of times an
object is used and then
put back
Distance between place of storage and place of use

Step 3: Shine
Analyze the causes of dirtiness:
 Defects
 Leaks
 Things brought in from outside
When does the area / spot get dirty?:

 during production
 during change over in production
 continually
How can the cause of the dirtiness

immediately be corrected?
How can we simplify cleaning?

Stop causes of dirtiness & clean
Step 4: Standardize Process
Agree on rules and establish responsibilities!
What must be cleaned …?

When …?
By whom …?
How ...?
Work Place Organization Standards
Daily Shift Check List Inspected By________
Week of________ Dept.________
DAY
ITEM
Monday Tuesday Wednesday Thursday Friday COMMENTS
Aisles are
Clear
Emergency
Exits Clear
Tools Supplies are

Organized
Footprinted
Areas Clear
Skids in Proper
Place
Area Neat &

Clean
Unsafe Conditions
Reported
Chemical Waste
Emptied
Floors Swept
Clean
Work Benches
Table Tops Clean
All Non-Area
Equipment, Supplies
Removed
Visualize Rules
Mark Spaces
Raw materials
blue
Semi-finished products
red Rejects / Products needing reworking
black Finished products
green Tools
yellow Pathways
FLOOR IDENTIFICATION
COLOR KEY
Areas marked with this color
are intended for:
Storage of WIP and

BLUE components
Holding of identified scrap,

suspect, &/or quarantined
RED components & finished
goods
Finished products that

GREEN are ready for shipment
Holding area for

BLACK empty containers
Walkways and areas

YELLOW that should be kept
clear
Step 5: Sustain the Efforts
When RULES are learned, it becomes routine!
Agree on and carry out measures to keep a check on

things:
 Who checks ...?

 What …?
 When …?
 Where …?
 How …?
 With whom ...?
Carry out necessary improvements!
6-S AUDIT CHECKLIST
TOTAL
(from Pg 3)
Plant:________________________ Area:_________________________ Date:________________________ Reviewer:_____________________
Category Evaluation Criteria

Low (0-1) Medium (2) High (3) Points
1 Are cell boundaries marked? Not Marked. Partially or poorly marked. Clear boundary marking for all cells.
2 Are storage areas and floor Areas and spaces not marked. Partially or poorly marked. All area and spaces clearly marked.
spaces for unloading material
marked?
3 Are walls clean? Walls not painted. Grease and dust Walls are painted, but not kept clean. Walls are painted. Walls are free
build-up is evident. from grease and dust. No marking
on walls.
4 Are storage racks clean? Racks are not painted or paint is Racks are painted but still dusty. Racks are clean, painted, and dust-
chipped. Racks are dusty. free.
5 Are racks neat and well Storage is careless and could lead to Storage locations are identified. Storage is well organized. Stacked
organized? an accident. No evidence of Some items not in place. Storage contents are clearly marked.
consistent stacking method. area is not neat. Retrieval is simple and items can be
found quickly.
6 Is the area well lit? Not all lights in area are working Lights are all in proper working order, Area is well lit. Can easily perform all
properly, or overall lighting is poor. but area still seems poorly lit. processes including detailed
inspection.
7 Are locations for carts, electric No locations assigned. Locations assigned but not clearly Locations are assigned, readable
trucks and forklifts marked and marked. and neat. Everything is in its place.
identified?
8 Are trash cans cleaned and Broken trash cans. Trash overflows All trash cans are neat. Some cans All trash cans are neat. No cans are
emptied on a regular basis? the receptacle. Trash on the floor. are overflowing. No trash on the floor. overflowing. No trash on the floor.
9 Are empty boxes, skids and Dirty, defective boxes, bins and skids. Some dirty and/or defective boxes, Neat and clean storage containers in
plastic bins clean, unbroken, and Storage is not neat. bins and skids. Storage is not neat. good condition and stored properly.
stored properly?
10 Is footprinting used to identify No or little footprinting done. Some footprinting. Labels are worn Everything on the floor footprinted
items in the area? off or difficult to read. clearly.
Step 6: Safety
Identify All Safety Hazards

• Chemicals
• Housekeeping
• Ergonomics
• Machinery
• Energy
• Protective Clothing and Equipment
Keys To 5-S Success
• Get everyone in the area involved.

• Integrate 5-S Principles into daily work requirements.
• Communicate need for 5-S.
• Be consistent in following 5-S Principles in all areas
(office as well as factory).
• Periodic senior management involvement.
• Follow through. 5-S Takes effort and persistence.
• Link 5-S activities to other Kaizen initiatives.
The
End

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Formal

Section One: Introduction to Kaizen

Section Two: Execution of a Kaizen

How Kaizen events improve the

How to execute a Kaizen event.

 The word “Kaizen” in Japanese

 A Kaizen event happens when a

Business processes are

1. Throw out your fixed ideas on how to do things.

6. Don’t spend a lot of money on Improvements.

7. Problems give you a chance to use your brain.

8. Ask “Why?” at least five times until you find the

9. Ten people’s ideas are better than one person’s,

10. Improvement knows no limits.

Reduce or Eliminate waste & conflict.

Get a focus on process instead of politics.

Ensure cross-departmental cooperation.

Improve cross-functional communications.

Improve standardization of processes.

 Improve return on investment.

Kaizen events saves money by reducing

 Quicker Set-up times.

 Production can be negatively affected in the

You must plan carefully since kaizen

 Sales & Merchandising.

 Those not familiar with the process.

 Material handlers & other indirect labor.

 Plant Managers, Supervisors, technicians, etc.

It’s a three-phase process:

 Phase 2: THE Kaizen Event (understand the

 Phase 3: Sustainability of Results.

Analysis of actual situation Day 1-2 o l l m m

Implementation of open measures + 30 Days l m m m

 Steering Team: Usually the facility Manager

Typical Kaizen Week

MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY

9:00 - 12:00 8:00 - 9:00 8:00 - 9:00 8:00 - 12:00

Team Review Team Review Prepare Presentation

12:00 - 12:30 12:00 - 12:30 12:00 - 12:30 12:00 - 12:30

adidas-Salomon – Continuous Improvement - Americas

Step 1: Select key issues for improvement.

Step 1: Steering Team should select each kaizen

 the line balance of a stitching line.

 quick change over of a screen printing

 Place each event on your 90-day Kaizen Plan

No. Kaizen Short Title Facilitator Sponsor Team Leader 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

1 6-S in Warehouse #3 Johhny Lui Eddie Revis Janet Bryce P R 04-01 30 90

Line Balance Sewing Pilot Cell

Team Leader Training Module

Control point: Deployment members: ____________________

Step 2: Select and prepare an area where

 Communicate in advance with

Be sure to set and maintain boundaries of the

Step 3: Select and announce the team

 The facilitator will develop specific

Project No. IL-2002-01

Type Kaizen: Major

Kaizen Project: Process Map Post Blue Style Start-up Activities

Scope: Document & Improve the post “Blue Book”