Kaizen Train the Trainer (T3)
The program is broken into 7 individual events / teams of people from the participating business, each of them are one week in duration. The facilitators participating in the T3 program are involved on every team during the seven weeks also. The long term goal of Lean and Kaizen is to have everyone in a given facility involved in change for the better.
That being said, each Kaizen team should consist of different people from the business. The team generally works for 8 hours per day on kaizen activities. At the end of the day, the facilitators in training spend an additional 2 hours developing skills and knowledge that will be vital to facilitating Kaizen events going forward.
The modules / weeks that facilitators receive training in are listed below in detail.
Week 1: The 'Introduction to Kaizen Training' is given at the beginning of every event. The facilitators in training will be required to deliver the material to teams in the future. Secondly, specific items that are discussed are preparation for Kaizen events, different types of Kaizen events (changeover reduction, efficiency gains, lead time reduction), and the use of pre-event checklists.
Week 2: Facilitators in training begin to practice delivering the Kaizen presentation to the co-facilitators in training.
Secondly, specific items that are discussed are the facilitators' role in a team, concepts of communication,
how to manage different behaviors within a team, and why change is difficult for people.
Week 3: Facilitators in training continue to practice delivering the Kaizen presentation to the co-facilitators in training. Secondly, specific items that are discussed are 'Changeover Reduction' techniques and tools (SMED), and the concepts and philosophy of 5S.
Week 4: Facilitators in training will normally be delivering some portions of the Kaizen team presentation at this point. The facilitators in training would be asked to go and observe processes within their facility and report back on examples of the seven deadly wastes. Secondly, the facilitators in training would receive training in Lean and the accounting function. The focus is on how to report gains that a Kaizen improvement has delivered. Also, items like cost of carrying inventory, 'Budgeting Processes' and understanding of income statements are discussed.
Week 5: Facilitators in training will be delivering all of the Kaizen team presentation at this point. Also, they will be facilitating items such as brainstorming exercises and other portions of the Kaizen event. Feedback and coaching on the day's events would be discussed. Secondly, the facilitators in training would receive training would be trained in Kaizen event selection, how to motivate people, and also to work on a case study for a company's Lean implementation.
Week 6: Facilitators in training will be facilitating the majority of the Kaizen at this point. Ongoing coaching and feedback would take a large part of the two hours per day training time. Other items that are discussed are the proper use of kaizen flowcharts; production smoothing, Kanban (pull systems), and Jidoka (stop the line mentality).
Week 7: Facilitators in training will be facilitating the entire Kaizen at this point. Each facilitator in training will receive a final report from the contracted person. Other items that are discussed are Standard operations, Takt time, the use of time observation forms, the importance of the timely completion of homework, and communication of Kaizen progress.
Upon completion of the program the facilitators in training will be able to run Kaizens without any outside
assistance on a regular basis. Moving forward the facilitators will be capable of training other people within
the company to facilitate Kaizens also. The importance and benefit of Kaizen is that everyone in a facility gets
to be involved.