HRD 4600 - Lean Kaizen in Organizations (4)

Thursday

01:00 PM - 04:20 PM

Main Campus Campus | Pawley Hall | Room 154

This course provides students with a comprehensive “learn-do” experience about how successful Lean Kaizens are conducted. The six focus areas are: Lean Philosophy, Lean Tools Techniques, Teambuilding, Kaizen Methodology, Organization Change and Presentation Facilitation. Students will participate on a kaizen team and work on a dysfunctional real-world process. Satisfies the university general education requirement in the knowledge applications integration area. Prerequisite for knowledge applications integration: completion of the general education requirement in the social science knowledge exploration area.

Pawley Professor in Lean Studies Phone: (248) 760-2109

Email:  wenson@oakland.edu

By Appointment  Only

1. Understand the theoretical and historical framework that lead up to Lean Kaizen concepts and principles.

2. Define and discuss the necessary interrelationships by which people, processes, tools and systems operate at peak effectiveness within a Lean environment.

3. Observe and analyze work processes and value streams for value-added and non-value-added activities.

4. Conduct a Lean Workout as a member of a kaizen team to improve a dysfunctional process.

5. Demonstrate skills in applying Lean tools and techniques.

6. Apply the appropriate rules/principles, concepts, tools and supporting systems of Lean Kaizen.

7. Understand and apply key HRD policies and practices which support Lean Kaizen implementation.

Imai, M. (20 12) Gemba Kaizen Second Edition. New York, NY, McGraw-Hill.

Shook, J. (2008) Managing to Learn. Cambridge, MA, Lean Enterprise Institute.

Simulation Web-Site:

http:l/www.leansimulations.org/p/huge-list-of-free-lean­ games.html?m=l

Week 1-25%

Week2-40%

Week 3-60%

Week4-75%

Week 5 - 100% dedicated to facilitating the Kaizen

Week6-75%

Week 7-60%

Week 8-40%

Week 9-25%

The Ten Basic Kaizen principles

I. Throw out all your old fixed ideas on how to do things

2. No blame -treat others as you want to be treated  

3. Think positive- don’t say can’t

4. Don’t wait for perfection  50% improvement now is fine.

5. Correct mistakes as soon as they are found

6. Don’t substitute money for thinking  - Creativity  before Capital

7. Keep asking why until you get to the root cause  

8. Better the wisdom of 5 people that the expertise of 1

9. Base decisions on data  

10.Improvement is not made from a conference room.

Supporting Information

Other handouts and online links will be provided as required to supplement the textbook and periodicals through Moodie.

Come to class prepared.  In my own preparation, I assume that you have at minimum completed the assigned readings each week.

Turn in your assigmnents on time. Late assignments will carry a penalty.

Do your fair share, and help others participate and learn. Think critically and provide constructive feedback.

Evaluation &

Grading

You will be evaluated based upon Individual and Team Performance- the quality of your work and contribution.

Mid-Term-  50 Points

Final Paper- 110 Points

Site-Visit Papers- 100 Points

Kaizcn Team Project- 100 Points

Participation- 40 Points

Kaizen Team       Students will conduct a Lean Workout as a member of a 4-5 Kaizen

Lean Workout     Member Team. (100 points)

The Lean Workout will have four (4) parts following the A3 (10 points) Report format:

Go to the Gemba Readout-Grasp the Current Situation

Description of the Background-Problem and Improvement Potential (10 points)

Current Condition/Root Cause Analysis (10 points)

Hold a Kaizen and video the interactions (20 points)

The purpose of this Kaizen Team Workout is to apply the Lean principles and practices you have learned in the course to a real world process improvement project. The work products will be:

Example - Starbucks

Describe the gemba. What did you see, what did you feel, what did you hear? What day did you go? How long were you there? How many customers were there during the time you conducted your observation? Be specific.

Process Mapping and Lean Thinking - (15 points)

Observe the Barista making multiple different espresso beverages and then create a process map of the entire Starbucks espresso beverage process. Identify and use color-coding to highlight the specific value-added steps and MUDA/waste steps fi·om the customer order to delivery to the customer in as much detail as possible. A visual map is required.

Value-Added versus MUDA/Waste- (10 points)

Based on your observation and process map, measure the average time needed to complete the Starbucks drinks - espresso beverage process and then determine the average time needed to complete value-added steps. Calculate the percentage(%) of time needed for the value-added steps of the Starbucks espresso beverage process.

Identify and describe at least 2 kinds of MUDA/waste that occurred in each of the 2 Starbucks processes- drinks and food.

Lean Recommendations- (15 points)

Based on your findings, make at least 2 lean-based recommendations for improving each of these two processes. Be as specific as possible.

Participation

Active involvement in all aspects of class is expected.  Class attendance and participation will be worth up to 50 points.

Some ground rules:

Attend every site visit

3.    Listen and take accurate notes- finish class participation  assignments

4.    Provide constructive feedback and receive it openly

Appreciate others’ points of view

Let others speak

AnnouncementsForum

Edit

Add an activity or resource

Topic 1

On-Line Class

Buy textbool•s and read syllabus

Turn in assignment by midnight EST on 115

Assignment (10 participation points)

Go the following site and watch all six videos. In 2-3 sentences summarize each video with the main learning objective.

https:/lblog.lmins:xll  .9omf_continuo1Js-i_mm;oys:_ment/cof\ti!luou§:imp   __xQvement-J,;J!.<i  r  hip/6:.Qf:: the-best-ted-talks-to-    inspire-great    -leadership

Read the following description of Kaizen and decide on two projects that you could undertake using this philosophy. Describe the projects in detail along with the “why” component. Understanding “waste” is paramount for this assignment. Please read on the 7 types of waste.

Kaizen is a Japanese philosophy that focuses on continual improvement throughout all aspects of life. When applied to the workplace, Kaizen activities can improve every function of a business, from manufacturing to marketing and from the CEO to the assembly-line workers. Kaizen aims to eliminate waste in all systems of an organization through improving standardized activities and processes.

What Is Kaizen?

The purpose of Kaizen goes beyond simple productivity improvement. When done correctly, the process humanizes the workplace, eliminates overly hard work, and teaches people how to spot and eliminate waste in business processes. The continuous cycle ofKaizen activity has seven phases:

• Identify an oppotiunity
• Analyze the process
• Develop an optimal solution
• Implement the solution
• Study the results
• Standardize the solution
• Plan for the future

Kaizen generates small improvements as a result of coordinated continuous efforts by all employees. Kaizen events bring together a group of process owners and managers to map out an existing process and identify improvements that are within the scope of the participants. The following are some basic tips for doing Kaizen: Replace conventional fixed ideas with fresh ones. Start by questioning current practices and standards.

• Seek the advice of many associates before starting a Kaizen activity. Think of how to do something, not why it cannot be done.
• Don’t make excuses. Make execution happen.
• Do not seek perfection. Implement a solution right away, even if it covers only 50 percent of the target.
• Con·ect something right away if a mistake is made.

Kaizen activities cover improvements in a number of areas, including:

• Quality- Bettering products, service, work environment, practice and processes. Cost- Reducing expenses and manpower, and use of material, energy and resources. Delivery- Cutting delivery time, movement and non-value-added  activities
• Management- Improving procedures, training, morale, administration, planning, flow, information systems, documentation and reporting.
• Safety- Decreasing hazardous situations, unsafe working conditions, chances of resource depletion and damage to the environment.

Implementing Kaizen.  To generate a Kaizen, everyone involved must begin thinking about their work in a new way­ in terms of:

• Now: Present condition Next: Desired state
• New: How to reach that state

Typically, implementation of Kaizen occurs in three stages in any organization:

• Encourage participation: Awareness training sessions for all employees are a must. To further encourage employee involvement, promote specific Kaizen activities, and consider distributing monetary or tangible benefits after solutions fi·om Kaizen activities are implemented.
• Training and education: Focused training of associates is required for understanding what is- and is not- the essence of Kaizen. Team leaders should be trained to understand Kaizen in an organizational vision context, which needs to be followed thoroughly in order to achieve desired business objectives. They also must be taught about the necessity of impartial evaluation and strategy for improving patiicipation.
• Quality level improvement: After the training stage is completed, practitioners should continue to focus on long-term implication, widespread application, alignment with organizational objectives and planning objectives. Management should form a core depatiment to carry out Kaizen evaluation and implementation .

In-Class Facilitation techniques will be discussed, Be ready to discuss your ONLINE homework (using the tips introduced) from January 3rd for 5 participation points,

Attendance will be based on completion of in-class assignments.

If a class is missed on an assignment due date, the assignment will still be due at the time noted in the syllabus.

Each student is responsible for obtaining notes and handouts for the missed class; the instructor will not keep them.

It is the student’s responsibility to contact the Instructor for instructions on assigmnents and coursework should the University be closed due to inclement weather.