Kaizen Plan - What do you think about my Kaizen Plan?

[Stijloor]

I prefer to have a trial from the operator level first, because it would be easier, and if I fail the first time, I can try again. If I start from the management team first, and I fail, I die.

Hello darkafar,

You will not die because any kaizen activity depends on the active involvement and unwavering commitment from management. So, no matter at what level you start, those conditions must be present. Another note. Any (major) improvement project involves management training first. Why not providing management with hands-on training? Seriously, why not? You come out shining like a star! That would be a great start!

Stijloor.

 

[potdar]

There is a much simpler way of making a kaizen program work and convince the management and the workers that it works. Do it.

This will start with you going around the shop, oserving the operations, talking with the people and identifying some easily rectifiable issues that will yield large savings.

talk to the management that you want to improve the functioning of this area and you are going to need it undisturbed to yourself for 3-4 days. decide whether you can continue producing or not. Make all supporting / standby arrangements.

Now form a team, get a team leader from among the on the job people and a member from the white collars in the team. tell them the problem to be attacked, discuss the possible solution, and lay down the schedule to achieve results.

Let the team work together. Make the white collar sit and get his hand dirty. At the end of the project,make the white collar summarise and the leader present the results (before and after) to everybody. Let the management also understand the benefits in $$ terms. Appreciate. Reward (preferably not in $$ terms).

Then do a companywide kick off.

 

[darkafar]

Hello darkafar,

You will not die because any kaizen activity depends on the active involvement and unwavering commitment from management. So, no matter at what level you start, those conditions must be present. Another note. Any (major) improvement project involves management training first. Why not providing management with hands-on training? Seriously, why not? You come out shining like a star! That would be a great start!

Stijloor.

I reconsidered your suggestion, and I actually think it might work.

In my present job (two weeks later I will be working in another company), the GM holds a meeting every week. The topic of the meeting is always meaningless, because we haven’t started mass production yet. So I guess that the GM holds the meeting just to keep his important employees in touch. But nobody talks spontaneously except the GM himself. I’m sure the GM doesn’t like things go this way. He would like to see the employees talk so that he could know what the employees are thinking.

So I guess I can propose this suggestion:

1. Get top management’s agreement that we will have a monthly kaizen meeting for department leaders. I plan to set the date at mid month. (We usually have objective review meeting at month-end or on the first working day of next month)

2. Tell every department leader the kaizen meeting idea, and give each one a notebook to write down every problem or opportunity, tell them that we will discuss these problems and opportunities at the kaizen meeting. Tell them if they think any problem or opportunity is significant, they don’t have to wait for the monthly kaizen meeting, just tell the top management and get the problem solved.

2. Hold the kaizen meeting. The kaizen meeting has to be very informal, and every member must be equal. The rule must be made clear that every member can speak freely, and the top management must guarantee that the department leaders will not be punished for what they say at kaizen meeting.

I don’t know what the department leaders need to be trained, except the pareto chart, any suggestions?

And how to train these department leaders is also be a problem. I’m not a good classroom teacher. So I plan to just give them training materials, tell them to teach themselves, and consult me if they encounter difficulties, and I shall demonstrate them how I used the tools to let them learn by observing. How do you think?

 

[Stijloor]

I reconsidered your suggestion, and I actually think it might work.

In my present job (two weeks later I will be working in another company), the GM holds a meeting every week. The topic of the meeting is always meaningless, because we haven’t started mass production yet. So I guess that the GM holds the meeting just to keep his important employees in touch. But nobody talks spontaneously except the GM himself. I’m sure the GM doesn’t like things go this way. He would like to see the employees talk so that he could know what the employees are thinking.

So I guess I can propose this suggestion:

1. Get top management’s agreement that we will have a monthly kaizen meeting for department leaders. I plan to set the date at mid month. (We usually have objective review meeting at month-end or on the first working day of next month)

2. Tell every department leader the kaizen meeting idea, and give each one a notebook to write down every problem or opportunity, tell them that we will discuss these problems and opportunities at the kaizen meeting. Tell them if they think any problem or opportunity is significant, they don’t have to wait for the monthly kaizen meeting, just tell the top management and get the problem solved.

3. Hold the kaizen meeting. The kaizen meeting has to be very informal, and every member must be equal. The rule must be made clear that every member can speak freely, and the top management must guarantee that the department leaders will not be punished for what they say at kaizen meeting.

I don’t know what the department leaders need to be trained, except the pareto chart, any suggestions?

You may want to consider basic meeting skills, data collection, check sheets, how to accurately define the problem(s) or improvement opportunit(ies), Pareto Charts, etc.

And how to train these department leaders is also be a problem. I’m not a good classroom teacher. So I plan to just give them training materials, tell them to teach themselves, and consult me if they encounter difficulties, and I shall demonstrate them how I used the tools to let them learn by observing. How do you think?

I would not count on "self-study" yet. Provide them with the materials and ask them just to preview. You said: "I'm not a good classroom teacher." Don't worry, if you do your preparations, you will be surprised how well you'll do. Don't play "the teacher", be a facilitator. Keep the setting informal, a meeting room (around the table) environment will work well. Just guide the participants through the process. Keep it simple. Oh yes, keep the group between 5 and 7 participants. Easier to manage, better participation and involvement. Hope his helps.

Keep us posted. Good luck!

Stijloor.

 

[darkafar]

I tried this Kaizen stuff, and I consider it a success.
One month ago the General Manager wanted to set some rules for meeting. The ADM department asked me for help, and I wrote this Kaizen meeting into the rules. The GM saw this, and set a date, which is Dec 13. I sent the schedule to everyone. When Dec 13 came, I let GM’s assistant sent out the mail to everyone asking for participation. I visited every department to remind them. Every department was asked to send one or two employees to represent them.
They came, as required. I set rules about how to write a proposal. I promised them that GM would read the proposals. In one hour, I receive 15 proposals. I’m glad to see one employee from manufacturing department propose to have some operator meeting, which resembles to my original idea.
I think some employees just like to have the opportunity to let GM knows what they think the company should do.
I’m planning to have this Kaizen meeting once per month. I’m wondering if I should let everybody see the proposals, or just let GM see them.

 

[potdar]

I tried this Kaizen stuff, and I consider it a success.
One month ago the General Manager wanted to set some rules for meeting. The ADM department asked me for help, and I wrote this Kaizen meeting into the rules. The GM saw this, and set a date, which is Dec 13. I sent the schedule to everyone. When Dec 13 came, I let GM’s assistant sent out the mail to everyone asking for participation. I visited every department to remind them. Every department was asked to send one or two employees to represent them.
They came, as required. I set rules about how to write a proposal. I promised them that GM would read the proposals. In one hour, I receive 15 proposals. I’m glad to see one employee from manufacturing department propose to have some operator meeting, which resembles to my original idea.
I think some employees just like to have the opportunity to let GM knows what they think the company should do.
I’m planning to have this Kaizen meeting once per month. I’m wondering if I should let everybody see the proposals, or just let GM see them.

Good start Darkafar! Keep going. Have you started manufacturing yet?

 

[darkafar]

Good start Darkafar! Keep going. Have you started manufacturing yet?

Yes, we started manufacturing; we just lack the mechanism to listen to operators' voice.

 

[Jim Wynne]

Yes, we started manufacturing; we just lack the mechanism to listen to operators' voice.

I've found a good mechanism for that--you should have at least one that's in good working order :

 

[ngkjrs]

@darkefar

I sincerely believe that initiation of 5S activities would be the right way of entering any developmental program.

1S involves everyone and people feel relieved on getting rid of unwanted items. Reviewing of 1S activities for the first 2 weeks and improvistion on the same would give more ideas and bring in involvement.

Then you can start with Focussed Improvement and Autonomous Maintenance.

Also clear everyone the concepts of Single piece flow, Value added activities, stream map, etc., during these lessons.

 

[potdar]

Its almost two months now since your first meeting. Any reportable results from the low hanging fruit yet? If not, you still have some time in hand to push and get some results that can be reported in the upcoming meeting. (Iam assuming that your monthly meetings are established now)