Kaizen Facilitator Training

1. Kaizen Facilitator Training Planning and Facilitating Rapid Process Improvement Events

2. Learning Objective • Learn and practice basic facilitation skills • Learn the steps for facilitating a Kaizen event • Practice swim lane mapping

3. Agenda Day 1 Day 2 Holding a Kaizen event Lunch (Noon to 1:00 p.m.) Implementing changes Studying results Sustaining improvements Process mapping exercise Debrief (Plus / Delta) • Welcome • Set team norms • Facilitator overview • Kaizen event overview • Planning a Kaizen event • Lunch (Noon to 1:00 p.m.) • Facilitation exercise • Debrief (Plus / Delta)

4. Introductions Please share your: • Name • Organization and role • Topic for your improvement project or why you are interested in becoming a Kaizen facilitator

5. Set Team Norms / Guidelines • Define team norms and their purpose • Inform participants that one of your facilitator responsibilities is to uphold the team norms • Do not force a group into a set list of team norms – but have a list in your back pocket if needed. • Ask participants if they need any norms clarified • Get visual agreement from participants to abide by and uphold the team norms • Establish a “Parking Lot” where you record items that are important, but off topic (define follow-up actions)

6. Common Team Norms • Attend all meetings, be on-time and follow the agenda • Share your experience and knowledge • Listen first, evaluate later • Don’t be afraid to ask questions • Focus on the problem or issue; not the individual • Only one person should talk at a time; avoid private conversations • Set cell phones on silent and check messages at breaks • Keep an open mind to change • What is said here, stays here (Vegas Rule) • Voice your concerns; do not leave in disagreement • Be positive and supportive

7. What is a facilitator? • Neutral convener who manages the structure needed for effective human interactions (virtual or in-person) so meeting outcomes are achieved within designated timeframes.

8. Benefits of facilitation • Increased engagement of participants • More focused and productive meetings • Clarity on areas of agreement and disagreement • Conflicts managed by a neutral convener • Improved decisions • Increased buy-in and support • Enhance relationships and trust

9. Facilitator responsibilities

10. Attributes of a good facilitator The facilitator should: • Be positive • Be clear about instructions and expectations • Recognize progress • Know when to instruct, facilitate and intervene • Sense the “mood of the group” • Encourage and value all opinions • Be objective, and non-judgmental

11. Facilitator tips DO DON’T Don’t assume people know why they are meeting and what they need to accomplish Don’t let one or a few people dominate the discussion Don’t favor the “best” thinkers Don’t offer your opinions or engage in the discussion Don’t interrupt Don’t rush or pressure the group Silence usually means people are thinking – be patient Don’t say, “Ooh, good one!” or “Hey, you don’t want me to write that down, do you?” • Do clarify the purpose, outcomes, & process for the meeting • Do define what decisions will be made and who and how decisions will be made • Do encourage full participation “Let’s hear from someone who hasn’t spoken for a while” • Do maintain neutrality • Do ask people to expand on general statements • Do probe for understanding & agreement • Do check-in with participants and take breaks when people are tired • Do give warning when the time to complete the conversation is near

12. Kaizen Event • A 1-5 day facilitated, rapid improvement project that engages the creativity of a team to remove waste from a process and enhance customer value.

13. Lean Methodology Challenge the status quo Validate assumptions Following the Lean methodology ensures knowledge creation and continuous improvement

14. Kaizen Event - Plan Phase Communicate! Communicate! Communicate!

15. Project Selection Criteria

16. Project Selection Tips • Clear start and end points (can be described as a process) • Easily identifiable internal and external customers • Improvement can be measured • Start with quick wins before tackling larger projects • Determine the appropriate project method and set of tools for achieving desired results

17. Improvement Project Types

18. Defining Project Type

19. Scope the Project • Define what is IN scope • What is the first step of the process? • What is the last step? • Define what is OUT of scope

20. Project Scoping Tips • How big is too big? (rule of thumb; if there are 10 or more functions, reduce the scope) • Adjust the scope if you do not have the current state process documented by mid-morning of Day 2 • Use a SIPOC diagram

21. Set Goals & Complete a Project Charter • Establish SMART goals (time, defects, FPY) • Set the bar high! (50% reduction in lead time) • Goals should be clear, and easy to communicate • Goals should be set by the project sponsor • Complete a project charter

22. Project Charter

23. Define and Prepare the Team Team Roles: • Sponsor • Team leader • Facilitator • Team members Commitment is needed from everyone!

24. Sponsor Responsibilities • Create or ratify project scope and goals • Select the team leader, facilitator, and team members (often with team leader) • Invite team members and communicate project to key stakeholders – transparency is key! • Kickoff the event with words of support • Stay involved with the team and attend check-in meetings at the end of each day • Attend final presentation and recognize team • Ensure improvements are implemented and sustained

25. Team Leader Responsibilities • Assist on scope, goals, and defining team members • Gather process information and data • Schedule kickoff and event meetings and venues • Help the facilitator with team member involvement • Lead check-in meetings • Coordinate implementation of action plan • Trouble shoot and bring issues to sponsor’s attention • Monitor progress and performance • Ensure standard work is followed and sustained and results achieved

26. Facilitator Responsibilities • Help the sponsor and team leader define and prepare for the kaizen event • Facilitate the event • Train on Lean principles and tools • Work with the team to provide deliverables • Support implementation and sustainment

27. Facilitator Planning Tasks • Work with a potential sponsor to find a ‘good’ project • Help the sponsor determine who the team leader should be • Help the sponsor and team leader establish appropriate goals for the event • Help the sponsor and team leader identify team members • Arrange for project supplies and materials

28. Arrange for Supplies and Materials

29. Facilitator Training Tasks Train team members on: • Lean principles and tools (7 wastes, 5S, Kaizen, standard work, 5 Whys) • How to process map • Brainstorming rules and process • Affinity Diagram (organizes ideas) • Future/creative thinking (brain gym, Power of Future Conversation video, Embracing Change) • Prioritizing ideas (Criteria Decision Matrix)

30. Facilitator Communication Tasks • Develop a communication plan with the sponsor and team leader • Prepare project messages (e.g., project announcement, project invitation, team preparation, report out invitation) • Manage the schedule, participation, and progress each day • Capture and record decisions, and prepare the report out document with the team • Attend check-in meetings to ensure good communication between the team and sponsor

31. Selecting Team members Team typically consists of: • Process participants – Include information suppliers, and end of process customers if possible • Technical support – IT, facilities, Internal control • 1 outside set of eyes – Not essential but good idea if team size allows

32. Team Member Responsibilities • Knowledge and expertise on the current process (may also want a person from outside of the process to provide a fresh perspective) • Use data to understand and solve problems • Ability and willingness to participate – are they open to change or a CAVE dweller? • Create and abide by team ground rules • Develop project deliverables (future state process, action plan, report out presentation) • Implement action plan and sustain improvements

33. Schedule Meetings • Reserve rooms and peoples schedules 4-6 weeks prior to the event (including Kick-off meeting) • Event venue criteria: • Isolated - quiet for work and not disturbing others • Lots of available wall space • Technology for training • Provides access to process materials and resources

34. Collect Information and Data Team leader collects process data: • Volumes (# processed per month, year) • Current metrics relevant to the process (time, first pass yield, rework, customer satisfaction) • Forms/databases used in the process • Defects – External, re-work • Customer needs and requirements (CTQ)

35. Hold Kickoff Meeting (1-2 hours) Purpose: Get everyone on the same page • Sponsor Kickoff (business issue and anticipated customer and staff benefits) • Review project charter & roles and responsibilities – including time commitment • Answer team members’ questions • Sign Project Commitment • Provide Lean overview training

36. Communication is Key! • Identify key audiences for the project and what they may need or want to know and how best to deliver the information • E.g.: Let leaders and staff know that you are engaging a team to recommend changes to improving the process; share the process goal and timeline; who is involved, and who they may contact with questions, concerns and advice. Communicate before, during and after the event

37. Establish a Communication Plan

38. Advice - Plan Phase • Use a project charter and sign a project commitment • Do not use a kaizen event to address employee performance issues • Include someone from outside the process on the team • Clarify team member time commitment before, during & after • Educate/coach sponsors to manage their expectations • Solicit input from staff and stakeholders upfront • Provide an avenue to report concerns, questions, and improvement ideas before, during and after the project • Publicize the project – it shouldn’t be a secret! • Conduct sponsor check-ins (answer ?s, avoid zingers!)

39. White Albatross exercise Please circle the appropriate response that follows each question (10 questions per Round and 4 Rounds = 40 total questions), where • T = statement is true • F = statement is false • ? = story does not contain sufficient data/information to respond true or false Exercise Conditions: • Individually complete the assignment • Stand up when you are facilitating • Maintain neutrality • Everyone facilitates

40. White Albatross reflection • Which was higher, the individual score or the team score? • What is the value of team deliberation? • What was it like to facilitate? • How would you rate your neutrality? • How can you improve your facilitation skills?

41. White Albatross

42. Plus / Delta

43. Kaizen Facilitator Training Day 2

44. Kaizen Event – Do Phase

45. Hold the Kaizen event Every Kaizen event is different. It follows a well-established script, but the flow, and outcomes are always different. Facilitators need to be flexible but consistent.

46. Agenda – Day 1 • Welcome (ice breaker) • Set team norms • Lean overview training (if not provided at Kickoff meeting) • Prepare a SIPOC diagram (larger projects) • Identify customer requirements • Training on how to process map • Map current state process • Debrief (Plus / Delta) • Sponsor Check-in meeting Theme: learning & discovery

47. Customer Requirements • List end-user customers first • You may need to segment end-user customers • Define needs using data, surveys, interviews, focus groups, observation • Ideally, collect customer requirements in advance

48. Process Mapping Reasons, formats and steps for documenting work processes

49. What is a Process? • Process = a series of steps/tasks to achieve a result.

50. Benefits of Documented Processes • Staff and customer clarity on the content, timing, sequence, and outcome of each process step (i.e., standard work) • Staff clarity on who is responsible for each step and how long it should take to complete each step • Standard work makes it easy to deliver consistent services/products to customers • Ability to measure progress and performance • Easier to onboard/train new employees • Easier to improve service quality and efficiency!