Empirical formula for required number of “Change Agents”
Training is focused at multiple levels and will touch everyone in the company:
- All non managerial staff will go through a 2 to 3 day training in core KAIZEN™ foundation concepts
- 5% of staff will go through the KAIZEN™ Coach process
- All middle managers will go through a 2 day KAIZEN™ awareness session Regular refresher courses will be held at appropriate times
- The focus is to embed KAIZEN™ in the DNA of the organization
CI / KAIZEN™ / Lean Organizational Structure
Role - Steering Committee
Steering Committee includes
- Management
- KAIZEN™ Manager
- Team Leader (Experts)
- Unions Council
- External Consultants
Tasks
- Sets the direction of the process (Target Definition)
- Determines the scope of activities
- Ensures the availability of necessary resources
- Carries out audit regularly and ensures that corrections are made whenever necessary
- Provides acknowledgment and support in difficult situations
Organization
- Regular meeting (Interval of 4-6 weeks)
- Duration max. 90 minutes
- Fixed structure for meeting
- Visualization and communication of results and decisions
Role - External Consultants/Trainers
Tasks
- Support and coaching for the process of change
- Educating and training the parties involved
- Helping out in difficult processes and tasks
- Implement a system of visualization and result control
- Enabling implementation on-the-spot
- Securing the process through regular audits
Organisation
- Execution of GEMBA Workshops according to standards
- Helping in the creation of a “Road Map”
- Implementing regular audits
- Helping to create training plans
- Helping to build-up an improvement organisation
Role – KAIZEN™ Manager and Coordination Team
Tasks
- Serves as interconnecting link between the Steering Team, the Teams of Experts and the affected departments
- Organisation of Workshops (Invitation, documents etc.)
- Verification of the implementation of actions
- Qualification of staff
- Coordination of Meetings, Trainings, Workshops
Organisation
- Qualification measures for staff
- Road Map and coordination of Action plans
- Create and control standards for codes
- Visualization and presentation of successes
- Organisation of training for methods and techniques
Role – KAIZEN™ Coaches
Tasks
- Execution and coordination of KAIZEN™ activities in own department
- Education and training of colleagues
- Helping in the implementation of actions
- Maintenance of KAIZEN™ Board for own team
Organization
- Participation in the development of Standard Catalog
- Organizing the implementation of standards
- Documentation and monitoring of actions
- Audit planning in own area
- Visualization of the successes of own team
Role – Pillar Expert Teams
Tasks
- Creation of rules guiding the respective knowledge pillars
- Creation of factory-wide standards and guiding rules
- On-the-spot support for teams with technical competence and know-how
- Regular process auditing
Organization
- Information on factory-wide standards and rules
- Preparatory work for the Steering Team on final decision
- Organizing regular Team meetings of the Team of Experts
Role – Action Teams
Tasks
- Attendance of regular Improvement meetings
- Participation in advanced training
- Participation in problem-solving in the team
- Assumption of personal responsibility and sponsorship
- Active participation in the implementation of ideas
Organization
- Coordination in teams across various shifts
- Using same methods and informing colleagues
- Joint and participatory creation of meeting plan
Role – Department and Line Managers at GEMBA
Tasks
- To support the process of change actively
- Participation in improvement workshops
- Help in the implementation of actions
- Participation in the shaping of reasonable, feasible processes
- Leading by example in change activities
Organization
- Creating an environment for change
- Organizing release or backfill for staff
- Organizing the release of machines and facilities
- Support of visual management
- Maintenance of the qualification matrix of staffs