27 Jan Kaizen events, or work-outs, are one to five-day rapid improvement events widely used in Lean and Operational Excellence deployment. Use your work from the Value Stream Map assignment to id
Kaizen events, or work-outs, are one to five-day rapid improvement events widely used in Lean and Operational Excellence deployment. Use your work from the Value Stream Map assignment to identify improvement opportunities in the value stream that are suitable for Kaizen events or work-outs.
1) List the potential Kaizen Select the one to be deployed, and justify your selection. Then, define the Kaizen objective and scope for the selected event.
2) Develop a detailed agenda for each Kaizen Use a tabular format, showing the following:
- Day and time
- Session topics
- Lean tools to be used
- Deliverables or outputs
- Rationale
Day & Time
Session Topics/Objectives
Lean Tools
Output/Deliverables
Rationale
3) Explain your choice for the number of days and the sequence for session topics, and justify the Lean tools to be used and outputs from each session. Show how your Kaizen agenda supports the Kaizen objective and scope for the event. This discussion should be specific to your value stream and organization.
Detailed Agenda(s) for Kaizen or Work-Outs
Student Name:
Date:
Professor:
1) List the potential Kaizen events. Select the one to be deployed, and justify your selection. Then, define the Kaizen objective and scope for the selected event.
· [Insert potential Kaizen event]
· [Insert potential Kaizen event]
· [Insert potential Kaizen event]
The chosen Kaizen event is [insert here]. The justification for selecting this Kaizen event is [insert here]. The Kaizen objective is [insert here]. The Kaizen scope is (insert here).
2) Develop a detailed agenda for each Kaizen event.
Day 1
|
Time |
Session Topic/Objective |
Lean Tools |
Output/Deliverables |
Rationale |
Day 2
|
Time |
Session Topic/Objective |
Lean Tools |
Output/Deliverables |
Rationale |
3a) Explain your choice for the number of days and the sequence for session topics, and justify the Lean tools to be used and outputs from each session.
Number of Days:
Sequence for Session Topics:
Lean Tools:
Session Outputs:
3b) Show how your Kaizen agenda supports the Kaizen objective and scope
for the event. This discussion should be specific to your value stream and organization.
How the Session Supports the Kaizen Agenda and Scope:
,[removed],
Current State Value Stream Map
Title:
Project Coordination
Process Improvement
Customer
Insert LT
Insert PT
Insert LT
Insert PT
Insert LT
Insert PT
Insert LT
Insert PT
Insert LT
Insert PT
Insert LT
Insert PT
| Total LT* = |
| Total PT* = |
Improving Project
Coordination Process
Establishing the
Project/Contract
Needs
Researching for Reliable
Vendors
Advertising for Open Tendering Process
Receiving Quotes from Potential Vendors
Vetting Project Vendors
Contracting the Vendors
Monitoring the Contract Agreement
35
80
15
80
10
30
40
50
20
80
5
60
50
120
175
500
1
Current State Metrics for Sales Conversion
| Establishing the contractual need/project | Researching for viable vendors | Advertising for open tendering process | Receiving applications from potential vendors | Vetting project vendors | Contacting successful vendors | Contracting the vendors | Monitoring the contractual agreement | |
| Process Time (Hrs) | 35 | 15 | 10 | 40 | 20 | 2 | 5 | 50 |
| Lead Time (Hrs) | 80 | 80 | 30 | 50 | 80 | 40 | 60 | 120 |
| %C&A | 90% | 92% | 80% | 85% | 80% | 80% | 85% | 80% |
Overview of the Process
The process involves the steps followed in project coordination at Petticoat Schmitt Civil Contractors. The current process followed takes much time before completion and many stakeholders making the process too complex. With the increased number of activities, there is a lower rate of efficiency which can be improved by ensuring there is no duplication of activities and ensuring all activities are well-coordinated for maximum output.
Challenges
There has been a major challenge in researching viable vendors on the internet and various websites. This is contributed by the increased prevalence of fraudulent parties that pose as project vendors within the construction industry. With such parties, there is a high risk of the company incurring losses in case of the possible selection of fraudulent contract vendors.
Increased incidences of project scope creep. This is contributed by the unplanned project activities that complicate the project coordination process. Scope creep is contributed by inefficient project planning and failure to organize specific dates at which construction projects should be completed and the expected output in different stages of project implementation.
Lack of sufficient information on the suppliers. The construction process faces a major challenge in determining the reliability of construction materials suppliers. This is contributed by the lack of records to show past performance tracks for suppliers as the majority operate as freelancers or independent suppliers (Khanzadi et al, 2020). This poses a major challenge as there are high chances of missing important information regarding the reliability of the contractual parties.
Bottlenecks
During the preparation of a construction project, determining the needed materials and the quality of materials is necessary. This is because it determines the suppliers sought for and the vendors that will be sought in ensuring the client’s needs are met. Therefore, the project team must engage the client in understanding the resources needed in attaining the ultimate goal of the construction project.
References
Khanzadi, M., Sheikhkhoshkar, M., & Banihashemi, S. (2020). BIM applications toward key performance indicators of construction projects in Iran. International Journal of Construction Management, 20(4), 305-320.
Value Stream Current State Overview
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