the-kaizen-way

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The Kaizen Way:

The Kaizen Way By Dan Lafever

Do’s and Don’t of Kaizen:

3 Do’s and Don’t of Kaizen Do be open minded to all approaches Do try as many ideas as possible. A minimum of three. Do as many observations of reality as possible (10). Do include one person who is convinced it can’t be done. Do make sure management is committed to resolving the issue and supporting the team. Don’t utilize to implement your solution Don’t just sit around and brainstorm or justify the current way things are done. Don’t assume you know the problem Don’t put more than one of these people on the team. Don’t hold a Kaizen to resolve an issue that is not driving a business goal.

Across the support center world, challenges are increasing:

Across the support center world, challenges are increasing

Your job is to do more with less… :

Your job is to do more with less…

Your staff will sink if you do nothing:

Your staff will sink if you do nothing

Your staff will soar when you make the right moves :

Your staff will soar when you make the right moves

3 steps to get a continuous improvement program off the ground :

3 steps to get a continuous improvement program off the ground

1.Start where you are:

1.Start where you are

Know your current situation:

Know your current situation

High abandon rate:

High abandon rate

“We can’t get through”:

“We can’t get through”

“We need more analysts”:

“We need more analysts”

Use existing tools:

Use existing tools

Kaizen:

Kaizen Discover Improvement potential Analyze current method Generate original idea Develop an implementable plan Implement plan Evaluate the new method

Kaizen:

Kaizen

JOBS FUNCTION PERCEPTIONS:

JOBS FUNCTION PERCEPTIONS // YIS//062709// Innovation KAIZEN Maintenance Innovation Maintenance Top management Middle management Supervisors Workers Japanese perceptions Western perceptions

PowerPoint Presentation:

// YIS//062709//

PowerPoint Presentation:

// YIS//062709// Three Award in Sumo Tournament ; An outstanding performance award A skill award A fighting spirit award Focus more on process Rather than result !!!

PowerPoint Presentation:

// YIS//062709// KAIZEN INNOVATION Long term Un-dramatic Effect Short term Dramatic Small steps Pace Big steps Continuous & incremental Time frame Intermittent & non incremental Gradual & consistent Change Abrupt & volatile Everybody Involvement “Champion” Collectivism, group efforts, systems approach Approach Rugged individualism, individual ideas & efforts 1

PowerPoint Presentation:

// YIS//062709// Innovation Maintenance Maintenance Standard Standard Actual Actual Time Innovation Standard Standard KAIZEN Actual Actual KAIZEN Time PATTERN Innovation Innovation + Kaizen

PowerPoint Presentation:

// YIS//062709// “Be it our working life, our social life, or our home life, deserves to be constantly improved” KAIZEN PHILOSOPHY

Kaizen-make it a little better:

Kaizen-make it a little better

Mentoring:

Mentoring

Start where it hurts:

Start where it hurts

Availability:

Availability

Inefficient processes:

Inefficient processes

Poor resource allocation:

Poor resource allocation

2. Take small steps forward:

2. Take small steps forward

Begin with yourself:

Begin with yourself

Set time aside for improvement:

Set time aside for improvement

Educate yourself:

Educate yourself

Look for the best opportunity:

Look for the best opportunity

Include others:

Include others

Invite others to improve with you:

Invite others to improve with you

Conduct a kaizen session:

Conduct a kaizen session

“What can be improved today?”:

“What can be improved today?”

Improve within your control:

Improve within your control

Quick and Easy Kaizen:

Quick and Easy Kaizen

Record and capture improvements:

Record and capture improvements

Some will resist…:

Some will resist…

3. Focus on improving, results will come:

3. Focus on improving, results will come

Kaizen session results:

Kaizen session results

Password improvements:

Password improvements

Outlook improvements:

Outlook improvements

IPCM improvements:

IPCM improvements

Quick and Easy Kaizen:

Quick and Easy Kaizen

Over 150 in 2 years:

Over 150 in 2 years

Simple and small changes:

Simple and small changes

Tied to incentives:

Tied to incentives

Results:

Results

Abandon rate:

Abandon rate

2008 Survey data:

2008 Survey data

Recognition and honors:

Recognition and honors

1.Start where you are:

1.Start where you are

2. Take small steps forward:

2. Take small steps forward

3. Focus on improving, results will come:

3. Focus on improving, results will come

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