The Key Tool for Executing Continuous Improvement
12 Step Kaizen is a Better Defined CAP-Do
- Check
- Identify where the losses are
- Justify the subject selection by stratifying the data
- Understand the process and equipment
- Grasp the actual situation (Identify the Phenomenon)
- Establish the objective
- Establish a Work Plan
- Analyze
- Determine Root Cause
- Plan
- Propose Countermeasures
- Do
- Carry out countermeasures
- Verify results
- Standardize improvement
- Make future plans
![](https://leanmanufacturing.online/wp-content/uploads/2022/01/12-step-Kaizen-1024x696.png)
Step 1. Identify the losses
![](https://leanmanufacturing.online/wp-content/uploads/2017/08/Step-1-Identify-the-losses.jpg)
Selection & Justification of the subject
The reason why you chose the subject:
- Analyze the loss and make clear why you chose this loss
- Classify and quantify the loss
- Make clear what exactly you want to do with that loss, i.e. Improve the packing process task
![](https://leanmanufacturing.online/wp-content/uploads/2017/08/Selection-and-Justification-of-the-subject-300x236.png)
How exactly do you want to improve?
Reduce the number of tasks involved?
Improve productivity?
Revise and improve ergonomics?
Step 2. Justification of the subject
![](https://leanmanufacturing.online/wp-content/uploads/2017/08/Justification-of-the-subject.png)
Step 3: Understand the Process & Equipment
- Collect Data
- Go to the “Gemba” (actual place)
- Observe
- Take Photographs / Videos
- Interview
- Understand the Ideal Situation
- Collect the Available Data
- Assemble all available related data from Loss Tree Analysis
![](https://leanmanufacturing.online/wp-content/uploads/2017/08/Assemble-all-available-related-data-from-Loss-Tree-Analysis.png)
Go to the “Gemba” (or “actual place”)
- Take Photographs / Videos
- Observe
- Interview
Understand the Ideal Situation
- Summary of the process in question
- Overview of equipment in question
- Structure and mechanism of essential points (Structure diagram, layout)
Understand the basic rules and principles
![](https://leanmanufacturing.online/wp-content/uploads/2017/08/arrow-down-300x101.png)
Confirm and review basic knowledge for cause analysis
Step 4: Grasp the Actual Situation
(1) Clearly define the control characteristics
- For example, what is the defect?
- How can you quantify it?
- What time unit do you use to control this data? Monthly? Daily?
(2) Establish a Benchmark (initial reference point)
- If you do not know the level where you originally were before making the improvement, you will not be able to measure the improvement after applying the countermeasures.
- The benchmark should be the average of several months.
- If you are dealing with a breakdown, you need the data of at least three months. If this breakdown does not happen often, you will need the data of more than three months.
Turn the “problem” into a “Phenomenon.”![](https://leanmanufacturing.online/wp-content/uploads/2017/08/Phenomenon--300x218.png)
Phenomenon Means:
- Observing the facts with our own
eyes & all senses - The facts without presumption
5 Why 1 How (5W 1H) Define the problem, use loss data
What:
What thing or product did you see the problem?
When:
When did the problem occur?
Where:
- Where did you see the problem? (Line/Machine/Location)
- Where on the work or material did you see the problem?
Who:
Is the problem related to skill? (Skill dependent or independent)
Which:
Which trend (pattern) did you see the problem have?
Is the trend random, or is there a pattern?
How:
How is the state different from a normal condition?
The cause is NOT assigned or implied in the Phenomenon statement.
CHECK: 5W1H Graphically
![](https://leanmanufacturing.online/wp-content/uploads/2017/08/5W-1H-Graphically.png)
Step 5: Establish the Objective![](https://leanmanufacturing.online/wp-content/uploads/2017/08/Establish-the-Objective.png)
- What?: Control characteristics that were defined in Step 4?
- For when?: Due date to solve the problem
- What to do?: Numeric objective (Value)
Establish an ambitious but feasible target
Step 6: Make a Plan
![](https://leanmanufacturing.online/wp-content/uploads/2017/08/Make-a-Plan.png)
Step 7: Perform Cause Analysis
- Get to the root cause that makes the problem occur and have a clear picture of what is wrong.
- 5 Why – Approach the 5 Why from the 4M standpoint.
- Why-Why – Think of all thinkable causes based on the principles and basic rules.
The 5 Why
![](https://leanmanufacturing.online/wp-content/uploads/2017/08/the-5-Why.png)
Root Cause Analysis – 5 Why
![](https://leanmanufacturing.online/wp-content/uploads/2017/08/Root-Cause-Analysis-5-Why-1024x753.png)
Causes to Consider
Equipment Branch
- Improper Equipment Ordered
- Poorly Designed Equipment
- Inadequate Maintenance
- Wear & Tear
- Abuse or Misuse
Procedural Branch
- Lack of Procedures
- Inadequate Procedures
- Misunderstood Procedures
- Failure to Warn or Respond
Note: Large losses often occur because of failure to take timely action
Behavioural Branch
- Lack of Knowledge
- Lack of Skill
- Physically Incapable
- Lack of Motivation
Step 7: Perform Cause Analysis – Types of Losses
Sporadic vs Chronic Losses
- Sporadic
- The problem has not always been there
- The relationship between cause & effect is clear
- Causes are traced easily
- Easy to establish remedial measures
- Remedial measures are commonly known
- Chronic
- The problem seems to have always been there
- The problem returns even when countermeasures are in place
- Causes cannot be clearly identified
- The relationship between cause and effect is not clear
- Remedial measures are inventive, not traditionally used
Step 8: Propose Countermeasures
- Study and evaluate countermeasures that are permanent and don’t allow the recurrence.
- Select the improvement measure considering the following points;
- the cost,
- the restricting conditions,
- impact on other processes and problems
- Review and Prioritize Possible Actions
- Short and Long Term Actions
- Assemble Required Materials
- Schedule Work
Detailed Action Plans for Short Term, Intermediate, and Long Term:
![](https://leanmanufacturing.online/wp-content/uploads/2017/08/Propose-countermeasure-1024x305.png)
Short Term Action – within one week
Intermediate Action – within one month
Long Term Action – greater than one month
Step 9: Carry Out Countermeasures
- Even if the countermeasure is excellent, if the execution is not correct, the problem will not be solved
- You will need a mechanism to follow up on:
- If actions are completed by the due date
- Who is accountable if actions are not completed
- You will need a mechanism to measure and report results:
- What is reported, to whom, how often?
- What is the period of sustainable results required to achieve verification (Step 10)?
Step 10: Verification of Results
![](https://leanmanufacturing.online/wp-content/uploads/2017/08/Verification-of-Results.png)
Decision Point: Were Objectives Obtained?
- Review data for the agreed period (typically 90 days)
- Was the objective stated in Step 5 achieved?
- If YES, progress to Step 11
- If NO, return to Step 7 and re-Analyze
Step 11: Standardize
- In order to prevent recurrences, clarify what items really have to do with the cause and need to be maintained & controlled.
- The results should be classified as follows so that you can
sustain and control them:- Equipment related
- “Cleaning, inspection and lubrication standards”
- “Annual Maintenance Program”
- “OPLs”
- “QM Matrix” (Quality)
- Labor-related
- “Manual for procedures and labors”
- Equipment related
Use the standards and verify that the results are being sustained.
Create OPLs
- Develop / Revise Standards to Hold the Gains
- Training Standards (i.e. One Point Lessons)
- Cleaning, Inspection and Lubrication Standards *
- Standard Operating Procedures *
- Processing Standards *
- Maintenance Standards *
- Engineering Standards *
* Do not forget to revise all SOPs and Standards to include information from OPL’s
Step 12: Define Future Plans
Ask yourself:
- What can you do to obtain greater results?
- What do you have to do to sustain and control the results?
- What other related subjects are there?
![](https://leanmanufacturing.online/wp-content/uploads/2017/08/QC-story-12-step-card-1024x764.png)