Tag Archives: Kaizen Event

4 things you (probably) didn’t know about a Kaizen event

In the last 10 years we’ve gained a lot of momentum in sharing Lean with the people of this campus; the largest connection has been made through hosting Kaizens, improvement events. However, when hosting a kaizen there’s not always team members that have ever heard of Lean and Continuous Improvement, let alone fully grasp its concepts. This isn’t their fault, how could they possibly understand something they haven’t been exposed to?

That being said, there’s eight things you probably didn’t know about a kaizen event that can help you to understand them a little more, the first four will be covered here:

  1. We’re not here to fix it for you – So often when our office assists with a kaizen, others believe that we are the ones that are going to come up with the solutions. This isn’t the case, the facilitators and coordinators are there to coach the team through a new way of problem solving, so that the team can develop the solutions.
  2. No silent objectors – A whisper can be more damaging than a shout. Meaning, if a team member has an idea, in agreeance  to the conversation or not, and it’s whispered or only kept as a thought, then that may be lost potential. We highly encourage all members of the team to share all of their thoughts and opinions so we can gain all perspectives. I mean, each team member was invited to the kaizen for a reason, right? And just to clarify we don’t encourage shouting, there’s really no need for it in a positive and mutual-respect environment, but shouting your idea is better than not expressing it at all.
  3. Blame the process, not the person – People are out of scope when identifying problems in a process. The process is the way it is, because it was able to be that way. Typically people don’t try to do a bad job, or deliberately cause waste. It’s easy to blame people, but really that person was just a victim to the faults of a process.
  4. It’s okay to disagree, but it’s not okay to be disagreeable – This kind of ties to #2, we encourage ALL opinions to be shared. Including opposing opinions. BUT, there is a difference between a difference of opinion and simply being irritable or challenging to work with.

So there’s four things you probably didn’t know about kaizen events, particularly the culture of a kaizen event. Stay tuned for the next four.

If you’d like to learn more about kaizen events, and how we run things here on campus, consider subscribing to our blog. We aim to get a post up once a week.

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Taking the Plunge into 5S

For some people accomplishment comes from the words, “our work here is done,” however, I believe that accomplishment can also come from, “we’ve only just begun.”

As we’ve shared in the past, each year 15-18 Michigan Tech faculty and staff come together in hopes of becoming the newest additions to our facilitator co-hort here on campus. To achieve the title of a “Level 1 Facilitator,” each candidate must attend seven days of training, complete various homework assignments, and participate as either a team leader or a facilitator on a new kaizen with three to four other candidates.

The group I’ve been assigned to has decided that their kaizen was going to be to 5S the Foundry Lab located in the Material Science and Engineering building. A couple of weeks ago, four future graduates, and an already seasoned facilitator, went to the gemba, where work is done. Our tour of the Foundry Lab consisted of Team Leader, Matthew Otte (Material Science and Engineering) walking us through the various workstations and processes for every corner of the lab. Our walk took a little over an hour and a half, and we really only scraped the surface for potential areas of improvement.

Before
This is the top view of the Foundry lab before any changes have been made.

Following this Gemba walk I found myself a little overwhelmed by the magnitude of potential within the lab. I was struggling with imagining where, how and when to start.

One of my favorite things about lean is that it has taught me to become an independent problem solver. When this overwhelming feeling creeped in I remembered that the most important thing with any change is to just start. There’s no rule that says you must jump from current state to ideal state in one step. Continuous Improvement is about incremental changes. It doesn’t matter how big the stride, what matters is the direction.

Considering this, the team and I regrouped, and we decided to start with one single workbench and slowly pick away at other areas within the Foundry.

Before finishing station
This is a before picture of the finishing station workbench our team decided to start with.

Now, these emotions I experienced weren’t necessarily circumstantial, however they’ve been encountered many times by many people and seem to be associated with any sort of change. Commonly, this sense of being overwhelmed is coupled with 5S. I’ve found that in most cases, when 5S is initiated, there’s usually a lot that needs to be done.  These emotions can be used as a trigger to take a deep breath, and pick one incremental change at a time.


Scheduling of the Library Conference Room

There has been a new Kaizen started here in the Office of Continuous Improvement, and I get to be the PIC for it! The new Kaizen is through the JR Van Pelt and Opie Library. The topic will be based around the scheduling methods of conference room 103 in the Library. Chad Arney, Director of Strategic Initiatives, is the team leader. He has proven to be very knowledgeable, both in the understanding of Library itself and in Google calendar. Andrew Miles (Financial Aid Manager), Briana Tucker (Student Engagement Coordinator), and Lori Weir (Dir Admin Services & Projects) are the three facilitators that have volunteered for this Kaizen. An added bonus, is that they are all outside eyes, and often ask very formidable questions about the process for how to schedule the conference room. Our team members are Annelise Doll and Mia Kemppainen, both employees in the library who know the process inside and out, and work with it on a daily basis.
We held our pre-meeting at the beginning of the March and identified what the problem was exactly. Chad explained the confusion and difficulty there was just to reserve the conference room, which believe me, was very confusing, especially for an outsider looking in. It was a bit unbelievable to see the process that people have to go through to reserve this room. Not only is there a lengthy process, but there is all the potential for other people to be in the room or that another reservation could be made, over-booking your event.
We held our first Kaizen day this past Monday with the whole team together in one room. We were able to create a process map of what people have to do to reserve the room. We were also able to figure out some things in Google calendar that really none of us have really known about before, like knowing who can reserve the room on campus and how Google calendar can accept whether or not the room can be reserved. It was very interesting to learn about these new things I hadn’t known before. We were also able to identify the different things that people struggle with when reserving the room.
Overall, it’s been, and hopefully will continue to be a fun, exciting, and great learning experience.


A foot in the door: Commencement Kaizens

For the last six months a team has been pulled together to address various areas of the commencement process here at Michigan Tech, from ticketing to safety, and from configuration of space to guest speakers. This team has covered the commencement process inside and out, and with all of the stakeholders involved too! That’s HUGE!! The team has met 13 times already, for a total of 20 hours, and they are just getting started on most of it.

Before I introduce the teams let me tell a little bit more about how the Office of Continuous Improvement and the commencement committee have paired up and identified the kaizens that they’d like to move forward on. The meetings mentioned used swim lanes, a process mapping tool to map out the commencement process. The details to go on the swim lanes were acquired by the team leader, Kelly Vizanko, who emailed all of the stake holders and asked for their timelines. For the ones that were not received via email, they attended half-hour segments to help the team map out their part of the process. These meetings then identified areas of waste using kaizen bursts. From there the kaizen bursts were grouped based on the sub-process that they fell into and then later placed into a ICE Table, used for prioritization. This is how the kaizens were identified, by the most important/greatest impact, the level of control the team had, and by the ease to implement change/improvement. The kaizens identified were: Ticketing, Preparation, Volunteers, and Space + Configuration.

Ticketing consisted of eight people:

  • Kelly Vizanko (Registrar’s Office) – Team Leader
  • Ashley DeVoge (Ticketing Office) – Team Leader
  • Megan Goke (Office of Continuous Improvement) – Facilitator
  • Rylie Store (Office of Continuous Improvement) – Process Improvement Coordinator
  • Alisha Kocjan (Registrar’s Office) – Team Member
  • Shanda Miller (Bookstore) – Team Member
  • Nancy Byers-Sprague (Graduate School) – Team Member
  • Mary Stevens (Graduate School) – Team Member

This kaizen is wrapping up soon with a report out to the commencement committee. Several changes are expected such as scanning tickets to track the number of bodies in the room, communication to students (undergraduate and graduate) streamlined, established a limit for how many tickets will be issued, etc…

Day 1
This is a photo of Day one of the very first kaizen. This is half of the start of the swimlane that ended up being created.

The Commencement Volunteers and Preparation kaizens are just about to take off, all we are waiting on is the dates to come (for the volunteer kaizen) and our team to be solidified for the preparation kaizen.

The team for volunteers is:

  • Kelly Vizanko – Team Leader
  • Gina LeMay (Research Office) – Facilitator
  • Megan Goke – Facilitator
  • Rylie Store – PIC
  • Alisha Kocjan – Team Member
  • Joel Isaacson (Athletics) – Team Member
  • Jennifer Biekkola (Alumni House) – Team Member
  • Brian Cadwell (Public Safety & Police Services (PSPS))- Team Member
  • Daniel Bennett (University Safety & Security – PSPS) – Team Member

And to kick off the Preparation Kaizen we have:

  • Kelly Vizanko – Team Leader
  • Alisha Kocjan – Team Leader
  • Laura Harry (Memorial Union) – Facilitator
  • Rylie Store – PIC
ICE Table
Here is the team leaders and the facilitators working on prioritizing the kaizens.

All in all, we have a ways to go on these kaizens but the goal is to have at least something changed in each of these areas by April 2018, and to reassess after this year’s commencement ceremony. A foot in the door for lean, just as the students are about to leave.


Document Management – A 5S Opportunity

I was recently given the opportunity to be a Lean facilitator for a 5S Kaizen event. The goal of the event was to organize the Van Pelt and Opie Library staff document management system. I found this to be a great project and was inspired by the event to write a blog post going over some of the lessons learned. The project also remind me of how the 5S method (Sort, Set in order, Shine, Standardize, Sustain) can be applied to both Google Drive documents as well as Network Drive documents. documents   Here are some things to try when working with a large documentation systems:

  1. Have a standard naming convention – Having a standard naming convention helps documents and key information be found quickly with minimum effort.
  2. Include key people from different departments –   When this is done insight into how different people use documents is come to light and a more logical system can be created for all participants.
  3. Eliminate extra files – If there are four revisions of a document from over a few years ago don’t be afraid to get rid of these files, especially if no one is using them!
  4. Define upkeep roles and a timeline – Last but not least this step is what is going to ensure the work put into creating an organized system stays organized. This timeline will define how often and who will go through the document system and make sure that previously outlined steps are followed. For example a rotating schedule where every Friday 15 minutes is spent on ensuring that there are no loose files.

5S If you want to see some of the tools and templates that our office has compiled on 5S feel free to check them out here. To learn more about continuous improvement at Michigan Tech visit http://www.mtu.edu/improvement/, or call (906) 487-3180.  We have multiple resources for you, including a Lean lending library!


Measuring Success

I recently facilitated a Kaizen project  for Dining Services that involved their student hiring process. A lot of good ideas and improvement plans came out of it, and the team was very excited about the opportunity to make this process more efficient. What stood out for me, however, was a new process step that we incorporated at the end of the Kaizen called “Measuring Success.”

As Lean practitioners we understand that metrics and data collection are pivotal to the success of any implementation initiative. However, sometimes we forget the benefits of putting these numbers on display for all to see; this group did not. We decided at the end of the day to put all of our success metrics with their respective goals and deadlines on a flip chart for each member of the team to display in their office. The motive behind this was to ensure that every day, with every decision they make, they are focused on reaching these goals.

I thought this was a fantastic idea and one that should be used in all of our projects in the future. A big part of Lean is engagement. Setting clear goals and expectations is a big factor in increasing employee engagement. When everyone is united and working toward a common goal, the opportunities for improvement are endless.

Measuring Success Flipchart
Measuring Success Flipchart

 

Newspaper Flipchart
Newspaper Flipchart

 


Rare Super Blood Moon and Continuous Improvement

Earth’s moon along with the Sun’s gravitational pull are what cause tides on our earth [1]. In the past, coastal cities used the tides as a way to tell the time of day. This past week the “Super Blood Moon” was out, and for all those who gazed up at the sky with me in the Houghton area, I’m sure you can agree with me that it was a majestic sight to see. The awe I felt was only heightened with the knowledge that the phenomenon last occurred in 1982 and is not expected to occur again until 2033 [2]. As I reflected on how amazing it was watching the super blood moon, and seeing the moon change from its normal white color to an amazing orange hue over the course of a few hours, I couldn’t help but think about how time, the moon, and this rare occurrence all relate back to continuous improvement.

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Super Blood Moon [NASA]

One can get used to how things are going, and when something out of the ordinary takes place it can set the whole system into shock. For example, an increase in job responsibilities as an employee, or for students, a disruption in their schedule like fall career fair. These times do not need to cause anxiety and worry. Such events don’t happen on a daily basis, and it is good to take time and recognize them as they are and then trust that the systems set in place will work as intended. If the rare shock to the system does take place leading to an upset in the way the system behaved before, it could be an indication that the previous system was not as effective as it could be. This is a great time to implement Lean tools, and if needed a whole Kaizen event! Taking time to gather key people and utilize an appropriate Lean tool to get back in the rhythm of things can really be helpful. That’s what Continuous Improvement is all about!

Relating back to the blood moon example, Beijing was unable to see the blood moon because “a choking blanket of air pollution covered Beijing” [3]. This caused anger among residents and was a time that the pollution problem was brought to national attention once again. This shows how sometimes extraordinary events can actually be a call to action, a way to set the wheels in motion to make a positive change.

As career fair is now over, and the super blood moon has passed, I look forward to making sure my systems can handle such fluctuations in time demands, and I reevaluate their past true effectiveness.

If you want to know more about continuous improvement feel free to reach out to the Office of Continuous Improvement either by phone, 906-487-3180, or email improvement-l@mtu.edu

References:

[1] Oceanservice.noaa.gov, ‘Why does the ocean have waves?’, 2015. [Online]. Available: http://oceanservice.noaa.gov/facts/wavesinocean.html. [Accessed: 30- Aug- 2015].

[2] P. Video, ‘Progress Cargo Ship Racing Towards ISS After Nighttime Launch | Video’, Space.com, 2015. [Online]. Available: http://www.space.com/30718-progress-cargo-ship-racing-towards-iss-after-nighttime-launch-video.html. [Accessed: 30-Aug-2015].

[3] USA TODAY, ‘China’s smog smothers ‘blood’ moon’, 2015. [Online]. Available: http://www.usatoday.com/story/news/world/2014/10/08/china-smog-blood-moon/16903549/. [Accessed: 30- Aug -2015].

 


Lean IT at Michigan Tech

This post was originally published in Michigan Tech’s IT News and Announcements blog. 

Lean principles are generally well established and have been applied to manufacturing for quite some time. The idea is simple: identify and eliminate areas of waste that lead to poor service for customers. Within Michigan Tech IT, we’ve begun to apply those principles to our work. Though the changes are small, they’ve made a large impact in how we do daily business, and they’re sparking a cultural change within our organization.

Group-ups

The Services Team is using daily Group-up meetings to increase awareness among staff and solve problems. “Our morning huddle brings everyone together for 15 minutes to discuss what is most important, most time-sensitive, and most technically problematic,” says David Kent, IT Services Director. One of the main objectives of the meetings is to help each other solve problems or help with time-sensitive commitments. “Threats to projects and deadlines are identified quickly, and often resolved on the spot, because the entire team is present,” says Kent.

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The morning huddle fosters a more efficient and open, collaborative attitude within the team. “Since we’ve started having the group-ups, our ticket count has decreased significantly, and we’re continuing to set record lows on a regular basis.  Everything that is important to our group is on the whiteboard for all to see, and each member is able to make updates as needed.  We definitely accomplish more with less because we focus on what is on the board.”

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Project Board (Cadence Board)

For the past month, the Enterprise Application Services group has been using a Cadence Board for their Web Focus Project. The low-tech and flexible visualization tool gives visibility to the current workflow and progress and informs the team of each other’s work progress. The board displays planned work, unplanned work, high level milestones, a parking lot (for future items) and a rolling two-week work plan. The team meets three times a week for status updates and discussion.

IMG_2048

“The board helps us keep the project moving and more easily keep track of its different elements,” says Emmett Golde, EAS Director. “It’s increased communication between team members, and because it’s so visual, you can immediately see who’s doing what and where they’re at in a particular process. Tasks are shown in small enough pieces so that we can see where the workload is distributed. It shows us if a particular team member is overloaded.”

Process Mapping for a Kaizen Event

When Ashley Sudderth, Chief Information Compliance Officer, met with the Office of Continuous Improvement on March 23, it was to discuss IT’s Procurement and Deployment process for new machines. “It was an area that generated a lot of help desk tickets and was one we knew needed improvement,” said Ashley. “We met with the Office and completed a process map of the P&D process. They helped us examine the process for where we could benefit from a Kaizen event… and we chose the service desk workflow for task management.”

Through the mapping process other small changes were identified that had a big impact in addition to the Kaizen event. “It’s been very helpful to have outside input from actual customers who also understand the Lean Process,” said Angie Hebert, Sr. Help Desk Consultant, a member of the process mapping team. “One of the things customers were unsure of was what software would be included on their machines at delivery. We took that feedback and set up a web page that gives them a full list of what software they will receive as a standard installation. It was just one of the things that we might not have considered had we not gone through this process.”

One of the deliverables: a new computer checklist which now accompanies each new deployment.
One of the deliverables produced as a result of process mapping: a computer checklist which now accompanies each new deployment.

Though the team is still in the process mapping stage, they’ve already seen major benefits. “Our team members have an increased knowledge of the parts and pieces in the deployment process from procurement to the actual builds,” says Hebert. “We’ve seen more care and diligence in work, resulting in faster, better builds in deployment.”

Josh Olson, Chief Technology Officer, is embracing the shift to Lean IT. “As an organization, we want to be open to change in our processes and methods and commit to continuous and ongoing improvement,” he says. “Since we’ve started incorporating Lean thinking into our daily work, we’ve seen measurable improvement. The culture is changing. We’re changing. Lean IT is improving the way we provide services to our customers.”


A Brief History of Michigan Tech’s University Policy Office: How Lean Methodologies Helped Pave the Way

This post was originally published in the Business Operations Blog. It was written by Ann Kitalong-Will, the executive director of business operations here at Michigan Tech.

leanSometimes continuous improvement results can take some time to materialize. But it’s important to remember to focus on the goals you’re trying to accomplish, and to trust that lean process improvement methods can and do result in reaching the tangible goals that we have in our work.

In 2012, as part of a grant Michigan Tech received through the Federal Mediation and Conciliation Service, we were able to bring consultants to campus to help us continue on our lean journey as a University. Our grant application had proposed an innovative approach to enhancing relations between management and union-represented staff via a rigorous series of Lean training sessions. Lean as a management method is particulary well-suited to accomplishing such a goal, because it is an approach that focuses on the value of each employee, at all levels and within all units. We believed that our proposal would contribute to improving communication and relations between employees at all levels across campus.

I was a co-PI on this grant and participated as a “student” in most of the training sessions. One of the exercises we were asked to do was to facilitate a kaizen(“improvement”) event to solve a challenging process issue in our work. Having recently taken on policy administration at the University, I had become aware of many areas within the policy development process that seemed to cause confusion for customers (policy developers) and for the campus community in general.

We assembled a small group of individuals that included me, and 3 or 4 additional people who served as facilitators, subject matter experts, and customers. From this single kaizen event, we were able to identify some key improvements that needed to happen:

  1. We needed a dedicated staff member who was primarily responsible for overseeing policy at the University.
  2. We needed to critically review the current policy development process, and identify ways we could eliminate wasteful or unnecessary steps.
  3. We needed a new website, that included tools for policy developers as well as some “educational” pieces about what policy is (and isn’t).
  4. We needed to continually educate the university community on the policy development process, and provide some outreach and support to policy developers along the way.

Most of these goals hinged on the need to hire that staff member. I am now pleased to say that in 2014, after a lot of thought and planning, we were able to hire a University Policy Coordinator, Lori Weir, who has jumped right in to making these kaizen-originated goals a reality. She is also constantly looking for ways to continuously improve how we manage policies at Michigan Tech, and I’m looking forward to working with her to realize our vision of what a Policy Office should be.

I encourage you to visit our new policy website, and please don’t hesitate to get in touch if you have any questions, suggestions, or would like help getting started on a new policy.


Network Drive 5S Best Practices

Most people practicing Lean know 5S–Sort, Set, Shine, Standardize and Sustain–and they know it can be applied to many things. Here at Michigan Tech we have applied this thinking to shared network storage spaces. I have now facilitated 4 of these events.

At the first one I facilitated, I obediently followed what I was taught and started with Sort. We went through all the files and worked on deleting the garbage. For Set, we worked on putting the remaining files into a logical order and making things easier to find.  Shine involved going back through the files (again) and renaming them consistently. When we came to the Standardize step it basically turned into documenting what we had spent a lot of time doing–what should be kept, for how long, where to store things, and naming conventions. Finally, the Sustain phase, including setting up regular audit schedules and procedures for making sure the drive stayed neat and organized.

In the end we did leave with a well-organized, easier to navigate shared drive, but the process itself was frustrating and extremely long. The team spent an inordinate amount of time during the Sort and Set phases strongly “discussing” whether a specific file should be kept or deleted and what folder it should be in. We also did think of metrics, kind of. We looked at the overall size of the share and, in the end, did make it smaller. But if you are only measuring the size of the share and your goal is to minimize it, then the simple answer to achieve perfection of that measurement is to just delete everything and use zero GB, right?

Around that time, I read an article, “5S Shakeup” by John Casey on the Quality Progress website, and had a revelation–perhaps we should be starting with the 4th S instead. On my next network drive 5S event I was able to try this out. We started by creating the standards document. I began this discussion off with one simple question–what is the purpose of this drive? We talked in general about what should be kept at all, how long to keep files, and how to name them. This completely focused the whole event and eliminated the extended discussions on specific items. The Sort, Set, and Shine could all be done in one pass through because the rules were already defined, and these steps were split up and done as homework instead of in a big group. The individuals returned to the next meeting with just a few files they were uncertain about, and the group made decisions on their disposition together.

I also worked on the metrics. At the pre-meeting with the team leader, we dug more into why they wanted to attack this problem. This helped to identify various metrics that would actually measure what they needed them to. If the why was because new staff can’t find things easily, we did several before and after time tests to see how long it took to find various files.  If the problem involved just too much stuff, we still looked at the overall size, keeping in mind that zero is not really the goal, but more like reduce and then maintain that reduced size. We looked at the number of root folders, total number of folders and total number of files.

This event went much smoother, and I heard a lot of comments from the team members that they really enjoyed the experience.  When another campus facilitator was slated to do one of these events she asked me for some tips as she knew I had done a few, so that prompted me to write some Best Practices, which I have made available here: Network Drive 5S Best Practices January 2014.