Which lean event type should I do first, Value Stream Mapping or Kaizen Burst?

What type of lean event should we do first, Value Stream Mapping (VSM) or Kaizen Burst?

Before we can answer this question, let’s first define these two popular event types

Value Stream Mapping (VSM) – A multiple day event (2-5 days) focused on mapping the process from customer order to customer delivery. The goal is to complete a current state and future state map, then identify the 8 forms of waste that is keeping the process from achieving the future state. Requires multi-disciplined participation from all stakeholders who impact, or are impacted by the process. The deliverable is a list of projects, actions and events that need to be completed in the next 6-12 months, with names and due dates.

Kaizen Burst – Also called rapid process improvement (RPI). A 3-5 day event focused on making dramatic improvements to a specific part of a process by the end of the event (focus is on implementation, not planning). Not every action will be completed, but the goal is to have 80% of the actions completed during the event, and the remaining 20% completed within 30 days of the end of the event. The event should allow time to make adjustments in case the changes do not work. The goal is to make quick progress without pushing the waste to another department or area.

If you’re just getting started with your process improvement in a process area or department, I would highly recommend the kaizen burst event. The goal is to scope the intent and purpose of the event, then do a considerable amount of work up front (usually takes 1-2 weeks of preparation). During the event, the first couple days are focused on getting everyone familiar with the preparation, and to go and physically observe the current process, so everyone is aware of the wastes and issues. The rest of the days are focused on implementation. It’s an action-driven event. When you get done with the event, you have something to show for all that work and time away from your regular job.

Typical Kaizen Burst Workshop format, from Lean Enterprise Institute

When you pull people away from their job for 3 to 5 days, and you are just starting with process improvement (Lean and Six Sigma), you want to have something to show for all that time.

One of the problems with VSM events is that they end with a list of actions items. Now in order to see results from the event, you are asking those same people to spend more time after the event to complete these tasks. Remember, they have already taken time out of their work week. They are already behind with their regular work, and will need time to catch up. Even though there is excitement after the event, it’s not enough to carry into the following week. It requires a lot of micro-managing and project management and “hounding” people. In addition, usually only a handful of people get assigned tasks, and it is usually quite a few actions.

Don’t get me wrong, I think VSM events are excellent, and great for getting multiple departments and groups to understand the entire process, and get on the same page. However, it is really just a good planning activity, and the event alone does not result in any immediate improvement (other than networking and knowledge of the value stream). In fact, it can takes months before the actions results in any improvement.

Example of Value Stream Map

But for those getting started, or those that are needing major improvements, I would highly recommend the kaizen burst event.

Both events require upfront planning, but the kaizen burst requires more than the VSM, since there may be major improvements taking place in a short amount of time. Getting the right people involved is essential to success. That is why the kaizen burst event needs leadership authorization to empower the team at the start. In order to make these improvements, they must be allowed to try it out without a lengthy approval process. Leaders must assign and delegate people to the team they trust, or provide guidelines and rules that the team must stay within (such as budget, procedures, etc).

Finally, a kaizen burst usually involves the people doing the value-added work, more often than VSM events, which seem to be too heavy on management. You want to engage those people as much as possible early on in a Lean Six Sigma journey, since they are the ones who need to understand the concepts, and see the immediate results applied to their work.

After the process area has matured, or a couple kaizen bursts have been performed, then a VSM event might be needed, when their primary problems are coming from outside their area (outside their control). The idea is to “clean up your own backyard” before you bring outsiders into the process.

In summary, if the process area does not have a mature lean system (poor visuals, employees not trained in lean, hard to see process flow, lots of inventory, poor labels, lots of waste), then kaizen burst is the place to start.

What do you think? Do you agree? Share your comments below...

Employee engagement that will make you jealous!

One of the most difficult things for business owners and managers is to engage their employees in continuous improvements every day. Even the most advanced companies have struggled with this.

The problem is that companies focus too heavily on the tool side of process improvements. It’s actually more important how these tools are applied.

The secret is to focus on your employees and make them as successful as possible. When your employees are happy, they want to do a better job for the company. When they do a better job, your customers notice and are happier. Happy customers buy more stuff from you. Most companies don’t make this connection.

Rather than dictate improvements you would like your employees to make, you need to ask those who do the job day in and day out for their ideas, and help them implement them as quickly as possible.

Sadly, only a handful of companies have been able to break through and accomplish this.

One of them is FastCap, a small manufacturer of woodworking products and tools. The owner is Paul Akers, who has transformed his company into highly motivated employees that drive their own efficiency into their daily work.

Paul learned the culture of improvement from experts in the Toyota Production System. He wanted to share what he learned with all his employees, so he came up with a simple and easy approach that everyone in his company could understand and participate in, called “2 Second Lean”. Employees are encouraged to reduce time in their work by 2 seconds. That’s it! Who in your company would not be able to do that?

Luckily for all of us, Paul has documented and recorded his lean journey at FastCap on his YouTube channel and in his book. If you want to be motivated, inspired and amazed at their success, check out his videos at Youtube.com/user/fastcaptv

If you want help with the technical tools, check out our website at BIZ-PI.com.

If you want help engaging your employees, it starts with you! We would suggest watching at least 5 of Paul’s videos, and sharing them with your management team.

Combining DMAIC and lean events to maximize process improvements

The DMAIC approach for process improvement is the foundation for Six Sigma, and I have grown to appreciate it more each time I use it. However, DMAIC projects can take a while to complete. Lean events are great approaches to make dramatic improvements, but who is tracking the long term results after the event is complete?

There are two powerful ways to combine DMAIC with lean events:

1) Use lean events to move quickly through the DMAIC phases
2) Use DMAIC framework to manage lean activity in a work area

1) Use lean events to move quickly through the DMAIC phases

You can reduce the completion time for your project by using the lean event format to help you quickly move through the different DMAIC phases. The great thing about lean events is that you get the right people in the room, focused on a specific outcome, and you have a set timeline to get it done. This creates a strong sense of urgency that some Six Sigma projects seem to lack.

For example, you could have a lean event to build the project charter, perform an FMEA, gather detailed data for the measure phase, develop control charts, or conduct a pilot study or DOE. The idea is to get everyone together for a common task and get it done, rather than drag it out over one hour meetings every week.

You also don't need a full week for each lean event. However, you probably need more than one hour, so schedule half-day or full-day sessions with your team (we suggest at least 2 per month), so you can make lots of progress all at once, and not wait for action items to be completed. It also can be frustrating when you just start making progress, and you hit the end of your hour long meeting.

2) Use DMAIC framework to manage lean activity in a work area

You can also use the DMAIC structure to help with your lean events. During a traditional kaizen event (week long improvement workshop), the DMAIC framework is already being used, even if you don't realize it. When you are doing the prep work, you are conducting the Define and Measure phase. During the actual event, you are conducting Analyze, Improve and Control. However, sometimes the improvements and control systems are not as strong as they are during a Six Sigma project, due to time constraints. In addition, the long term tracking of metrics, to ensure that the event truly achieved the results, is often lacking after an event.

The DMAIC framework will also help you realize if you need more events to complete the improvements in order to achieve the goals for the workarea, and allow you to fully capture any cost savings or metric improvements. Perhaps the lean event made great strides, but the inventory is still too high, or they have not been able to consistently achieve their takt time. Maybe the last remaining action item is one of the most crucial items, that will make a dramatic improvement to the flow? DMAIC will keep the effort moving forward until the results are achieved.

It's important to combine DMAIC and lean events in your improvement plan. We don't want to have an event, make improvements, then walk away and not verify the team achieved their long term goals. Likewise, we don't want Six Sigma projects that take forever to complete.

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