*# +esign
What is Kaizen? 
 
 
7
%he #usiness case is the launching pad for a kaizen and is defined as a
discrepancy #etween our customer*s e+pectations and our current processes(
%he #usiness case creates the focus for the kaizen and is documented on an
 A,( -+amples of a #usiness case for a kaizen include'
• Reduce lead times • !ncrease delivery performance • -liminate scrap • Reduce inventories • !ncrease capacity • -liminate #ottlenecks • Reduce changeover time • Reduce machine failures • .uality improvements
Customer  
Identify the Business Case
• Align with the company1s strategic goals and identified #y the
Plant A, and 2alue )tream /ap •)afety0 .uality0 Delivery0 Cost
• )tretch #ut realistic 3target at least &5 improvement6
• )hould result in a new process or new standard
• Documented on the an A,
 
• %eam size should #e #ased on the area3s6 #eing kaizened(
• A trained =acilitator and a %eam >eader for each %eam
• %ypically 4; people per machine or process
 
Collect Baseline ata
9aseline data is collected to document the current condition and assist in
setting the goals( %his information may include the following'
)pace Constraints >ead %ime
&) 2isual /easurement
Customer )atisfaction 3:P)6 Current )tandard Bork
%he #ackground information is used to produce a 2alue)tream /ap or
Process /ap #y the =acilitator or %eam >eaders for the pro#lem #eing
addressed #y the Kaizen( 
• Perform moves that can #e identified prior to Kaizen
• )et la#or to cover customer needs during the Kaizen or work
ahead
during Kaizen
• Create a ?claw#ack@ or ?recovery@ plan to #e instituted after
Kaizen if necessary
Bhile the goal of a Kaizen is to work around the process0 interruptions are
inevita#le as improvements are implemented( )uccess reuires action prior
to the Kaizen( !tems to consider'
 
<', A/ Preparation roup /eeting Preparation roup /eeting
E' A/
F' A/
7' A/
77' A/
7G' P/
7' P/
G' P/
&' P/
;' P/
2erification and =inal
>eadership )ametime
14
The Standard Work elements of a KaizenThe Standard Work elements of a Kaizen
are:are:
15
Document the Current Process( Be need to understand how processes are
performed today 3may #e done prior to Kaizen as well6(
ocumentation Includes:ocumentation Includes:
• 7alance 3a0le7alance 3a0le
• Process definition ,volu$e9 $i!9 difficulty levelsProcess definition ,volu$e9 $i!9 difficulty levels
6 5ne for each operator 6 5ne for each operator 
Take the time to validate the baseline information and understand what is
happening in the area.
16
The Standard Work elements of a KaizenThe Standard Work elements of a Kaizen
are:are:
dentify Waste
3hose eight ele$ents that do not increase the value of a product or
service9 0ut only increase cost#
ttac1 ite$s that i$pact
18
The Standard Work elements of a KaizenThe Standard Work elements of a Kaizen
are:are:
lan Countermeasures
• =ocus on the things that can #e done within the kaizen
• 9ias for action vs( planning and analysis
• 3hin1 within the 0oundaries of the 4ean
process ,(+E4
• )inglepiece flow • /inimum inventory •  At %AK% time • Pull production vs( Push production
• >ow cost solutions0 creativity #efore money
• Rightsized resources
20
The Standard Work elements of a KaizenThe Standard Work elements of a Kaizen
are:are:
Reality Check 
 Pro0le$)Counter$easure 3rac1ing
• %he =acilitator and %eam >eaders review the countermeasures and the todo list to ensure'
• Proper Direction • Countermeasures are the proper >ean solutions
•  !f necessary0 course corrections are made
•  %he plant >ean =acilitator approves the plan
!eality Chec" 
22
The Standard Work elements of a KaizenThe Standard Work elements of a Kaizen
are:are:
• "se the Kaizen ($ple$entation Report to document the change
• +o not dictate how things will #e done( Ask team mem#ers0 #uild coalition
• Iold progress meetings each day' morning0 afternoon0 or end of day  
• Keep Kaizen homework updated with the use of the Kaizen :ewspaper 
• Remem#er' Prekaizen planning for possi#le ?moves@ may #e needed to prepare support services
#a"e Changes
25
The Standard Work elements of a KaizenThe Standard Work elements of a Kaizen
are:are:
Start
$erify Change
27
The Standard Work elements of a KaizenThe Standard Work elements of a Kaizen
are:are:
"easure Results
• !s there a possi#ility of negative unintended conseuencesJ
• Bere kaizen and individual improvement o#$ectives achievedJ
#easure !esults
29
The Standard Work elements of a KaizenThe Standard Work elements of a Kaizen
are:are:
"easure Results
30
• -sta#lish visual controls 3#oards0 taping0 signs0 etc(6 to ensure progress is maintained(
• /ake visual controls understanda#le to the casual o#server(
• 2isi#ly post open actions 3Kaizen :ewspaper6 and leave posted until completed(
• >ean =acilitator to help esta#lish control and counsel on the kaizen closure(
• Results must #e repeata#le and sustaina#le(
"ake this the
Cele%ration
Cele#rate the success 3#ut not too long6 #ecause now you
Do t %#ain
32
The Standard Work elements of a KaizenThe Standard Work elements of a Kaizen
are:are:
"easure Results
A new way of work A new way of work 
Start
!eport &ut Content 
• %itle page • %eam Participants with Photo •  A,0 2alue )tream /ap0 or Progress Control 9oard information to
ensure alignment with #usiness o#$ectives( • oals of Kaizen • !nformation or -+amples showing >ean tool usage that may include'
• 9efore After Photos • Kaizen !mplementation Reports • )paghetti Diagrams • Control Charts
• Iomework 3Kaizen :ewspaper6 • >essons >earned • )ummary
 
36
 After the kaizen0 the focus must #e placed on ensuring that the improvements
continue(
• Reflection with the participants to deter$ine where the 1aizen needs
i$prove$ent#
7lac1 7elt and plant $anage$ent
• Esta0lish post-1aizen ownership tea$9 include on the Kaizen
%ewspaper9 and leave in place until open ite$s are closed#
• +evelop$ent of an ;(nfor$ation Control Center9< providing a visual
and i$$ediate o0servation of continuous i$prove$ent
• Rando$ reviews 0y plant $anage$ent# =E&7
• Floor wal1throughs
• Plant assess$ents
39
RA%!: )CA>-' •/ultiply !mpact + Cost + >ead %ime to o#tain %otal
•)ort num#ers #y highest to lowest( %his will prioritize the top items to work on and also show the Lcliff1 vs
Lru##le1
:8%-)' •:ewspaper should #e posted in visi#le location for all to see 3ie' on the floor0 or in the office at -/9A6
•%he Kaizen :ewspaper will #e a reuirement for the Report8ut and will need to #e included in the
 PowerPoint presentation
•!tems on the list should #e completed within ; days(
•!tems with leadtime longer than ; days should #e listed on a separate Plant /aster :ewspaper 3use same
form6 and reviewed monthly #y Plant /anagement and >ean >eadership to see if they have a high enough
priority num#er to validate working on or if newer pro$ects should take precedence( Pro$ects on Plant /aster
:ewspaper could #e used for future pro$ects or continuous improvement activities(
Kaizen *e(spaper Guidelines
!e+ie( 
(dentify what is a Kaizen 7urst of tea$wor1 to i$prove a process or correct a
pro0le$ preventing the 0usiness fro$ achieving its
goal#
Event
 
• "#ea$er#hone • %a#to# &or "ametime 'resentation
• 6 hi(hli(hters o& various )olors
• 1 *hite eraser 
• 3 +la)$ mar$ers
• 3 red mar$ers
• 3 red #ens
• 3 sto#*at)hes
• 1 +o, +inder )li#s or #a#er )li#s
• 5" Red !a( $it
• 3 sets ear#lu(s
• 60 ma(nets or ma(neti) #i#e #lu(s .3 sets o& 20/
• 12 me)hani)al #en)ils
• 3 (rease #en)ils
• 1 small sta#ler 
• 1 +o, sta#les
• 1 sta#le #uller 
• 1 #air s)issors
ti#/
• 1 multi-tool .or s)re*driver *ith multi#le ti#s/
• 1 18 ruler 
• 18 'ost-t 'ads .6 ea)h o& 3 di&&erent )olors/ 2 78 ,
2 78
• Ru++er +ands
• One amera
Kaizen Facilitator Kaizen Facilitator 
  3he Facilitator has prior e!perience as a tea$ $e$0er and 3ea$ 4eader# 3hat
e!perience $ay 0e gained through either internal or e!ternal Kaizen
participation# When assu$ing the role of Facilitator9 he or she $ust co$plete at
least two 1aizens#
3he Facilitator is responsi0le for'3he Facilitator is responsi0le for'
• Ensuring that the 1aizen goals have 0een agreed-to 0y plant Senior &anage$ent
and support Regal 7eloit>s goals • Confir$ing that the area is confined to a specific area or product • Esta0lishing $easura0le goals • Coordinating with the leadership of other depart$ents when the product passes
through their area • Creating high level process $aps to help define the o0ectives9 scope and ti$e
li$its • +eveloping opening $eeting with local $anage$ent • Scheduling the tea$9 0rea1 out areas9 and presentation roo$s • (nfor$ing the plant and shop floor as far in advance as possi0le • Wor1ing with the plant Senior &anage$ent to ensure Cost9 @uality9 Productivity9
Safety and &orale issues in the area are addressed
 
• Prepare and give training
• (nfor$ the 3ea$ 4eaders of what is needed and support the$
in answering Auestions on the tea$>s progress
• Coordinate all logistics reAuire$ents
o0servation
• ssist in developing the report-out
 
3ea$ 4eaders3ea$ 4eaders
(t is 0eneficial ,0ut not necessary that the 3ea$ 4eader has
prior e!perience as tea$ $e$0er# 3hat e!perience $ay 0e
gained through either internal or e!ternal Kaizen participation#
3he 3ea$ 4eader should 0e a for$al or infor$al leader in the
Kaizen area of focus#
Each tea$ is led 0y a 3ea$ 4eader# 3he leader should'
• Bave proven leadership)co$$unication)people s1ills • 7e e!perienced in the 1aizen process if possi0le • 7e a0le to relate to direct la0or as well as senior $anage$ent • %ot 0e inti$idated 0y senior $anage$ent ,senior $anage$ent
$ay 0e tea$ $e$0ers • 7e a stic1ler for detail9 show initiative9 and 0e tenacious in
co$pleting tas1s9 correctly and on ti$e • lso e$power9 coach and facilitate the tea$ in deter$ining
what and how things will 0e done not dictating the what and
how
• Pic1 up Kaizen Kit
• Coordinate eAuip$ent $oves w)$aintenance and Facilitator
• Prepare daily presentation and assign$ents for final presentations
• Return Kaizen Kit
 
3ea$ &e$0ers3ea$ &e$0ers
3ea$ co$position is critical to success# Everyone $ust 0e chosen for a
purpose and should reflect the following'
• ; +ifferent Set of Eyes<
• (nternal 8 E!ternal Custo$ers)Suppliers
• Effective Pro0le$ Solvers)Change gents