Issue link: https://industrialengineer.epubxp.com/i/777540
42 ISE Magazine | www.iise.org/ISEmagazine Adding kaizen to your kanban include work flows, cell layout, line balancing, 5S and quality improve- ments. • A kaizen blitz is an event carried out in a local area, but it involves more time and outsiders. These events address more complex issues than what the work team can handle comfortably. For many companies, blitz teams are the prime engine for improvement. For this type of im- provement, the team forms for the specific purpose of the event and dis- bands thereafter. • Flow kaizen teams typically work across a full value stream, taking weeks or months for a project. They are the prime engines for creating future states. Their targets are those set out in a future state. These teams are multidisciplinary and have cross- functional members. Flow kaizen projects usually address process, sys- tem and organizational issues. • Supply chain kaizens leverage part-time representatives from par- ticipating companies within the value stream. They are focused on optimiz- ing the entire value stream so that all within the supply chain can benefit from improvement. These teams usu- ally have a project manager, typically from the original equipment manu- facturer (OEM) company, and are supported by champions and consul- tants. We recommend assigning point kai- zens to team members who are learning the basics, as it will allow them to see the complete process cycle faster. Smart management teams reserve supply chain kaizens for more experienced practitio- ners. When you first start with improve- ments you may find it difficult to dif- ferentiate among short-, medium- and long-term goals. It is best just to start and then sort things out as you go. To facilitate the selection and as- signment process, create visual display boards of prioritized projects. This can easily be accomplished by preparing an index card for each kaizen with the kai- zen name and the problem statement, as shown in Figure 5. Use wall-mounted folder holders to create the structure to place the kaizen cards. Emphasize that there are five types of kaizen by creating five columns of file folders and labeling each one with a different kaizen type. Figure 6 shows an example. Compiling the kaizen kanban boards fulfills the goal of identifying and priori- tizing projects in a visual management board display. It improves project selec- tion for new practitioners, and the pro- cess of creating the board itself is a lesson in applied facilitation. While a kaizen kanban does not solve the issues, it provides management the context and background needed to make informed decisions. Fabrice Bouchereau is a se ior i dustrial e gi- eer a d lea roject ma ager for ProcessZe Co sulti g. The i dustrial a d systems e gi- eer ha early 20 years of experie ce ma ag- i g lea , quality a d co ti uous improveme t projects. He has a B.S. i dustrial a d sys- tems e gi eeri g a d a BA i ter a- tio al busi ess a d marketi g, both from the U iversity of Miami. He is certified i ro- ductio d i ve tory ma ageme t (CPIM) a d is a lice sed professio al e gi eer, project ma ageme t professio al (PMP) a d Six Sigma black belt. FIGURE 5 Remember, kanban is visual To make your kaizens visual to your entire organization, create display boards of prioritized projects. FIGURE 6 The finished kaizen kanban board Placing the kaizen cards in wall-mounted folders helps emphasize the five different kinds of kaizens and keeps your staff up to date on progress.