Leading a Kaizen with ZERO Experience (A MUST WATCH)

In this video I am going to share a question I received from a Subscriber about facilitating a Kaizen with ZERO Experience.
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[@pynekone6398]

Love the ramblings. People need to hear the thoughts of experts in the field. Thanks for posting another video!

[@learnkaizen]

Thank you! I haven’t had any comments on this video and was wondering if anyone cares to hear this type of content. I pay attention to each video metrics and this one isn’t performing that great. However, I’m not that concerned because I want to make content that really helps people excel…that you for letting me know this type of video is helping. 🙏

[@thomashardwick7206]

@@learnkaizen I've just commented on another video but I just wanted to throw my 2 cents in here. Don't judge the quality of your content on the views/metrics alone because I've seen countless awful videos on YT with millions of views and comments. I discovered you through a course I'm doing in the UK and our teacher provided a link to one of your videos as a post workshop learning tool and I've been going through loads of your videos since and you do a great job at breaking things down and explaining them in simple terms.

[@learnkaizen]

@@thomashardwick7206 wow! Much appreciated. I don’t get to post as often as I should because I’m still working in this field. Reading comments like this gives me the motivation to keep on posting! As long as I’m helping the folks that get the value, I’ll keep going! Thanks again.

[@thomashardwick7206]

@@learnkaizen I've been studying lean & six sigma for the past few months and these types of videos do really help cement the understanding of concepts.

[@GeonQuuin]

I've facilitated 2 Kaizen events so far, outside of 3 VSMs and 6 5S events, in my 10 months as a CI Specialist. I cannot echo enough the importance of having a project charter. It does 3 things for you: 1, having a well-defined problem statement and baselines will keep the team grounded and prevent scope creep; 2, it's a great way to get buy-in from key stakeholders and management/leadership team because they have to sign off it; 3, it holds the team and stakeholders accountable. Another thing I'd recommend is try to gather as much necessary data as possible before the event. Also, try to involve the team leader and designated SME when you draft your charter! This ensures that y'all are aligned on the problem you're going to fix during the event.

[@learnkaizen]

Wow! Golden information, right here!! Charter, SME, Prework! You got it! Thank you for posting this. So many people are forced to facilitate a Kaizen TOMORROW, to fix a problem that’s been around for months. Thanks again!🙏

[@roderickmurdock1127]

A little late, but ran into this video and content. Thanks

[@GeonQuuin]

You're back! Im glad you're back!

[@learnkaizen]

I’m trying! Second half of 2023 was busy. Appreciate you sticking around. 🙏

[@allefreethinker]

hi there, I am Ops Manager in a service agency company that was about to scale up and they had muuuultiple issues and problems. They wanted me to solve it all by "making" the project managers adhere to THE PROCESS, but at the same time the management expected the teams to stay super agile and flexible. It was cringe and I am happy they eventually laid me off, however I have a lot pf thoughts now of how could have I explained my facilitator role better and how to bring the ones who actually got skin in the game to actually get invested and talk to each-other. Do you have any tips on that?

[@learnkaizen]

Do you mind if I respond to this in a video?

[@allefreethinker]

@@learnkaizen of course. that would be awesome 👌 following for when you get to it 🤩

[@GeonQuuin]

I kinda disagree with what you said on having open action items by the end of a kaizen event as a failure. More often than not, the resources to fix the issue is just not there. We put a containment in place to minimize the impact of the issue while we put together a plan for the implementation. Great video as always, looking forward to your future videos! I'd very much appreciate it if you could share tips and tricks on doing CI in a job shop, low quantity high variation, environment!

[@learnkaizen]

Thank you for your comment. Unfortunately, I see/hear this a lot, but please don’t let this become the norm. A Kaizen Event should countermeasure/improve the process without any actions after the Kaizen. If you have an action list that can’t be completed during the Kaizen, bring in the sponsor to remove roadblocks and get you the resources you need to finish the actions. That’s why having a sponsor is so important to the Kaizen. The sponsor doesn’t have to attend the Kaizen, but should fully support the event (be on stand-by) including having the power to make decisions at a high level. This may be the CEO, Operating Company President , VP, Plant Manager, etc. the only time I allow an action after the Kaizen is to design/install a permanent fixture or device that may need to be ordered - BUT ONLY if the team has proven the device will work by using wit over wallet (or what is known as the moonshine method)- did the team test and prove the new fixture will help improve the process- using items readily available to them. I’ll do a video on the moonshine method but you can also just google it with ‘Lean’ in the search to ensure you don’t end up on a website about how to make moonshine 😂😂😂. Thank you for sharing your experience. I’d encourage you to find ways to eliminate the action list (a few examples how in my comment). It took me years to learn various techniques and strategies that supported the Kaizen team to full completion during the Kaizen with zero actions afterwards. Today, I facilitate Kaizen and Shin Events (4-5 Kaizen Teams in one event) every month. We never have actions after the event. It takes time to learn and that’s why I post videos to help! Thanks again for sharing your comment and experience! 🙏

[@ArcticCatContinuousImprovement]

I like to have the back shops and support departments like IT, Facilitates, Tool & Die, and welding pledge a support person for the week to be able to focus on the teams needs if required. If I foresee a heavy possibility of need, I urge the leader to just send a person to the event.

[@learnkaizen]

Great comment! I do the same. Thanks for bringing this up!

[@pynekone6398]

Pull>push