KAIZEN: Change for better...5 Kaizen Components Quick and Crude Is Better Than Slow and Elegant...
Transcript of KAIZEN: Change for better...5 Kaizen Components Quick and Crude Is Better Than Slow and Elegant...
World Vision UK Continuous Improvement Programme
KAIZEN: Change for betterWorld Vision’s Continuous Improvement Journey
How are we spending our time?
W. E. Deming… “40% of what we do is waste” & Toyota… 'More than 90% is
waste’William E Deming“40% of what we do is waste”
Toyota“More than 90% is waste”
Don’t let perfection get in the way of better!
What is Continuous Improvement?
Continuous improvement is an ongoing, long-term approach to improving processes, products and services.
Continuous improvement involves making small, consistent improvements that over time, can produce massive changes.
“Stewardship that results in a bias for action, a focus on impact, Continuous Improvement and
Innovation toward future challenges, clear value for money and ever higher standards of
efficiency”
“We continually ask ourselves how we could make each task
simpler, faster, better and cheaper”
WHY CONTINUOUS IMPROVEMENT?
44% of people surveyed* scored unfavourably for the statement
“The processes that I use to do my work are as simple as possible”
Only 21% recorded a favourable result. This level of dissatisfaction has remained around the same level for the past few years (2017-19**)
The case for change
*FY19 Pulse Check Results** Pulse Check & Our Voice Results
“I have to manually check the system
multiple times
“I don’t have an ounce of love for any of the systems
that we use!”
“We do one bit and then have to wait for
another team to come back to us”
“There is a lot of waste and duplication”
Comments recorded and heard
FY19 Pulse Check ResultsPulse Check & Our Voice Results
A data driven
improvement
framework used for
improving, optimising
and stabilising business
process and design.
D.M.A.I.CDefine
Measure
AnalyseImprove
Control
5 Kaizen Components
Quick and Crude Is Better Than Slow and ElegantDon’t Let Perfection Get In The Way Of Better
1. Have a good understanding of the existing process
2. Discover and eliminate waste
3. Discover problems and fix root cause
4. Changes based on evidence, team analysis
5. A bias for action – hands on
S.C
.A.M
.P.E
.R.
Tec
hniq
uesSubstitute: To replace one thing with another: to change the parts.• What can you use instead?
Combine: To add/put more things together.• How can you combine different things or parts to make something more useful?
Adapt: To meet other needs.• What will happen if the items are used in a different situation?
Modify/Magnify/Minimise: To change the look/quality. To make a thing bigger, heavier, faster or more frequent. To make it smaller, lighter, slower, or less frequent. •Can you change the item to another shape?•Can you make the item bigger or stronger?•Can you make the item smaller or less frequent?
Put to other uses: To use things in other ways.• How can you use this in a different way?
Eliminate: To take away a characteristic, part or whole. • How Can I simplify this?
Reverse/Rearrange: To turn a thing around: To change to the opposite. To change the order.• How can I achieve the opposite effect?
Activity instructionsThe task: The customer has asked Bob for a strong Yorkshire tea, with a dash of milk.
Define: Create a team name for your table & your goal is to meet the customer needs
Measure: What measure can you use to baseline? How will you know you’ve succeeded?
Analysis: We prepared a current state map. It took 72 steps for Bob to complete the task.
Improve: How could the process be improved, using SCAMPER?
Control: How can you ensure the result is consistent every time a customer asks for a cup of tea? Document the future state (scribble on the prepared one or use flip chart to
map it).
Rule - You cannot say no to the customer that has asked for the cup of tea 😊
You have 10 minutes
Our top three
New StarterHiring ManagerWorld Vision
New Starters & Hiring managers want:
To receive clear & relevant informationSimple & accessible tools/job aids
Timeliness
World Vision needs:For legal & compliance needs to be metFor it to facilitate and promote WVUK
culture
Our
Customers
What does success look like?
What do we hope to
measure?
Success measures Measurement Tracking
New starter & Manager feedback improves
Survey – track against survey of new starters before we made changes.
Bi-annual
Reduce number of steps in the process & time to do this - Integrate as much as possible
Process mapping to check reduced steps and time taken
Compare new ‘current’ state with the old
New Starters complete compliance aspects within seven working days
Learning site report & notification
Bi-annual
People stay - Turnover reduces –stretch goal
ORCOM people data & Our Voice question
Tri-annual & annual
Measuring our improvement
Current state
mapping
Analysing our improvement
7 stakeholders doing similar things
89 steps in total
147 days (4.8 months) to do these steps
Lots of value adding activities but the way they were being done were labour intensive & unconnected.
Thinking of our customer needs & not being held back, how
could the experience be first class?
Key ideas – centralisation, paperless through using
technology we have, 100% compliancy, new clearer guides, that it works for
London & MK locations and many more
Improving our process
What could be???
Who, what, when & next steps!• We created a project page on our Intranet & used Microsoft
planner to create, communicate & update progress on tasks
• We tested things, had focus groups & regularly asked for
feedback
• Made business proposals
• Got a small budget amount approved to implement key
items
• We met every week to dish out tasks and chat through
challenges
• We had milestones & have now closed the kaizen but the
measurements will show how effective it’s been so far and
go back in to the process of continuous improvement
Action Planning
Controlling our improvement
Key changes to onboarding
1. Induction starts on the day you join - it can be any day
2. Reduced from 89 to 34 steps
3. 95% of our compliance training is online on the learning site
4. Key stakeholders that support new starters are informed earlier
5. Celebrate arrival instead of departure
6. All guides updated & published on intranet
7. Managers are supported & tell us so
8. Afternoon tea each month
9. Hiring Manager & New Starter feedback
survey
….& we had to park lots of ideas at the time that
we’ll revisit and continue to tweak soon!
KAIZEN: CHANGE FOR BETTER
“EXCELLENCE IS NOT A DESTINATION; IT IS A COUNTINUOUS JOURNEY THAT NEVER ENDS”Brian Tracy