Continuous improvement comes in all forms. In Technimark's Packaging Products Division, we are developing the concept of a Kontinuous Improvement Through Evolution (KITE) Team. KITE teams start life together in a multi-day event, as happens in many companies. But, our teams do not complete all of their work within the span of this multi-day "Kaizen-type" event. They are charged with the responsibility of continuous improvement in their original area of responsibility. For example, one team developed the mechanism for improving our Statistical Process Control system and another tackled Changeover Time and reduced it dramatically.
These teams stay together for a minimum of one year and a maximum of one year. They are then responsible for choosing and training their replacements. Finally, they vote on one member of their team to become a member of the new team. This technique provides both new ideas and continuity from team to team.
Success was immediate and tremendous. The first team, Changeover Time, reduced changeovers by greater than 75% within the first six months. Problems arose, dramatic personnel type problems, and the team took responsibility for correcting them. Not only did they reduce Changeover Time, but they also revamped the entire system.
KITE teams utilize evolution in their changes. The American Heritage Dictionary, 2nd College Edition defines evolution, as "a gradual process in which something changes into a more complex form." This characterizes a KITE team well. KITE teams embrace a process/system/product and, slowly refine its quality utilizing a Kaizen philosophy and Toyota Production System tools.
The first passive task for a KITE team is configuring itself...a team leader will be chosen who then chooses up to 7 other team members. After the forming the team, it begins the task of learning about the process that it will improve. For example, a team could be developed to create and refine a Kanban materials management system. Unfortunately, many people do not even know what Kanban means...so, they must master the intricacies of a Kanban system. They are then ready for active tasks.
The first active task of a KITE team is to complete one small improvement within a one-month time frame. Not a spectacular change to the system, just one very simple betterment of it. Something that most people would not be able to say is an improvement. For example, maybe the Kanban team we formed would decide to have a meeting. The first meeting goes very poorly due to tardiness of some team members. A very good first improvement would be to have everyone show up for the meeting on time. Does this truly save money? Yes, it keeps people from sitting around waiting on others to show up (wasted time) or from having to repeat some of the information that was given out before they arrived at the meeting (a form of rework).
The examples demonstrate the concept of muda, or waste. All KITEs should eliminate any muda that they uncover. Muda eradication is one of the three pillars of Kaizen. Since Kaizen is the philosophy that our KITEs follow, then they must obey this rule.
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