Kaizen
The Kaizen format - typically a Kaizen week - starts with a conversation with the client to identify the problem to address, set expectations and select the people to involve
in an internal improvement team.
Once formed, the internal improvement team is trained on the Lean methods, techniques and tools that will be utilized during the Kaizen week.
The internal improvement team is then guided in analyzing the causes of the problem, defining appropriate countermeasures and solutions, which are immediately applied and measured for their effectiveness.
The Kaizen week can be applied to different types of problems, both in manufacturing and office environments, and involves a sequence of tailored and calibrated work phases,
depending on the specific situation to address:
Day
1
-
Lean toolkit: transfer know-how to the improvement team
-
Describe the process: operational phases and activities, processing times and progress, interfaces and communicatio, roles and responsibilities, KPIs
Day
2
-
Gemba: observe and confirm the "as-is" process in the field, as it is in reality
-
Describe what has been observed, share the data collected, analyze flows and waste
Day
3
-
Analyze problems, causes and counter-measures, identify potential improvement targets
-
Identify the key factors for the design of the new "to-be" process, as it will be in the future
Day
4
-
Confirm potential improvement targets and evaluate actions to achieve them
-
Confirm the new process design
Day
5
-
Kaizen plan, put in sequence the improvement actions and the priorities on which to intervene
-
Present the results and the Kaizen plan to the customer
Kaizen week model © Lean Fabrica ®
Cases:
VSM | Value Stream Map - value stream mapping of a target product, representative of the value chain: mapping and measurements of the present state, analysis of basic data and available KPIs, identification of waste and problems, identification of quick wins, design of the desired state, definition of the improvement plan and solutions to achieve it, KPI monitoring and verification (Automotive Industry).
Model Area Realization - analysis and definition of new workstation standards for the Robotic stations model area: 5S, Quality, Safety, Ergonomics and Golden Zone, Visual management, Poka-yoke, checklist; analysis and optimization of flows and movements of materials, people, semi-finished products and reduction of man-machine interference (Automotive Industry).
Line-side Components Feeding Model - analysis and definition of the line-side components feeding model: definition of component requirements and loading standards, analysis and optimization of the components feeding, development and introduction of visual components feeding form, definition of new operating standard; layout optimization with space recovery in workstations and on the machine, reduction of deposits (Automotive Industry).
Indirect Purchasing Process Upgrade - process map for analysis and improvement of the Indirect Purchasing process, from RTP (Request to Purchase) to PO (Purchase Order): analysis of operational steps, roles, interfaces, RTP lead-time vs declared standard management times; identification of waste, problems and bottlenecks and development of solutions; introduction of new standards for visual, controlled and agile process management (kanban board) (Pharmaceutical Industry).
Finance Operations Mapping and Analysis - mapping and streamlining of operational processes and Finance Operations activities, in particular for Record-To-Report (accounting) and Procurements-To-Pay (purchases and suppliers) processes: identification and elimination of NVA activities and recurring problems; development of functional interfaces between local and international organizations and external service providers; harmonization of operating procedures; definition of standard times for each phase (Healthcare Industry).
Review and Development of Credit Management Operational Processes - mapping and measurement of credit management processes in different business units an applied related commercial and credit policies; identification of waste, NVA activities and recurring problems; design and action plan for a centralized credit process defined by the new Credit Policy, Operational Level Agreements for individual business divisions, centralized credit functional interfaces vs. Commercial (Beauty and Cosmetics Industry).