Perspective Chapter: Accelerated Change for the Good (ACG™) Facilitator – A Transformational Approach to Perform Continuous Improvement (CI)

Abstract

This chapter introduces an updated Kaizen-based concept of facilitation through a uniquely guided organizational approach and certification program. The Accelerated Change for the Good (ACG) Facilitator program was developed exclusively by the Civil-Military Innovation Institute (CMI2). The contents of the program follow best practices in Lean and Six Sigma methods using DMAIC (Define, Measure, Analyze, Improve, and Control) problem-solving techniques and stress modern facilitation skills. From an implementation perspective, ACG accelerates an organization’s initiation of continuous improvement (CI) by overcoming the constraints of traditional Lean/Six Sigma deployments. The ACG framework has been structured into an interactive 30 h of contact time using various blended knowledge transfer techniques. To obtain certification, a student must complete all workshop activities, pass a 50-question web-based quiz, and submit written evidence of leading or participating in a live event by applying the tools and techniques provided. The submittal of an event requires documentation by an exclusive workbook provided in the workshop. The program has been approved as a micro-credential activity at SUNY Maritime College and will be rolled out to several other academic institutions in the next 24 months. CMI2 has customized the program to meet client needs and has delivered the contents using both classroom and virtual platforms (e.g., Zoom, MS Teams) with a diversified cross-functional mix of participants. The research initially conducted during the formative stages of this framework consisted of a review of the lean management, continuous improvement, and operational excellence literature with a particular view toward defined and tested models (e.g., Toyota Production System, Danaher Business System). Particular emphasis was placed on methods that were applicable for a variety of industries and organizational/business structures, and that emphasized sustainability, human capital development, and focus on innovation.

“Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.”

—W. Edwards Deming, Author of Out of the Crisis (1986).

1. Introduction

ACG is an acronym for “Accelerated Change for the Good, which replaces the Japanese term Kaizen. Kaizen translates to “good change,” “change for the better,” or “improvement.” This methodology is a replacement for traditional Lean/Six Sigma methods. Figure 1 shows terms typically used in ACG [1].

Figure 1.

Typical words describing ACG.

ACG promotes an attitude where incremental changes, accomplished a set timeframe, creating a major impact to the organization over time. It requires organizational buy-in and typically includes stakeholders and sometimes even customers [2]. As a methodology, ACG improves specific processes and systems in a company or organization by involving both management and frontline employees to initiate simple changes, knowing that many minor improvements can yield significant results. Emphasis on non-capital (CAPEX) expenditures exploiting all the resources available in existing organization is priority [3].

The notion of incremental change as a management improvement tool can be traced back to post-World War II, when economic reform consequently took over US, Japan, and trading partners. In Japan, the Toyota Motor Corporation implemented the Creative Idea Suggestion System in 1951, which resulted in changes and innovations that spawned higher product quality and worker productivity, contributing to the company’s development.

In 1955, Japanese executives started visiting the United States as one of the initiatives of the Japan Productivity Center to benefit from American Innovation and know-how. Integrating the American way of doing business with a humanized approach pushed Japanese companies into worldwide competitiveness. During the 1980’s, management consultant Masaaki Imai worked with Taiichi Ohno to spread the message of the Toyota Production System (TPS), a result of several years of continuous improvements.

Considered the Father of Incremental Change, Masaaki Imai globally introduced a new systematic management methodology in Kaizen: The Key to Japan’s Competitive Success (1986). Today, organizations across different industries adopt incremental change as a part of their core values and practice continuous improvement on a daily basis with best practices and tools from Lean/Six Sigma. Problem-solving is guided by DMAIC (Define Measure, Improve and Control) as shown in Table 1.

Table 1.

The DMAIC process: Problem-solving in five phases found in Lean/Six Sigma.

“Kaizen is an everyday improvement—every day is a challenge to find a better way of doing things. It needs tremendous self-discipline and commitment.”—Masaaki Imai, Founder of Kaizen Institute.

2. Core principles and key elements required for successful ACG implementation

One of the goals of ACG certification is to accelerate the knowledge transfer processes in CI by making ACG facilitators the in-house champions for methodology acceptance. Traditional Lean/Six Sigma certification bypasses the applied learning of new techniques and does not tie methodology transfer with project execution. The Implementation of CI in the workplace can be difficult or nearly impossible because management usually expects immediate dramatic results. Therefore, many Lean/Six Sigma initiatives have not shown benefits tangible, sustained. Companies often miss out on improved safety performance, optimized business processes, and enhanced employee engagement due to an exclusive focus on breakthrough performance.

• Maximize Employee Involvement and Empowerment in CI with Emphasis on “Value Add”

  Ensure there is an understanding of how “value” is determined in the organization. Encouraging workers to keep adding value to the products and services will boost morale. It also gives everyone ownership of continuous improvement.

  Process and Value stream mapping (VSM) are utilized as a process improvement tool. The ACG framework shows explicitly how the DMAIC problem-solving methodology should align with process improvement for impact in any type of business environment or function [4].

  ACG implements from the perspective of the employee executing individual job responsibilities—it is the employee that knows their job more definitively than anyone. Managers and leaders should create an environment where people feel empowered to contribute so that suggestions for improvement can come from all levels and ranks. Create a continuous learning environment where best practices are applied during ACG events [5].

• Management responsibility

  One of the most common reasons CI implementations fail is the lack of support and, more importantly, action from the organization’s management and leaders. Imai states, “The top management of the company has the most important role in implementing this kaizen approach, and then every manager, then it goes down to rank-and-file employees.” When top management demonstrates its long-term commitment to continuous improvement, managers inevitably follow through on ACG initiatives and workers personally develop an ACG mindset.

• Practice employee empowerment

  Leaders should create an environment where people feel empowered to contribute so that suggestions for improvement can come from all levels. Encouraging workers to keep adding value to the organization boosts morale and gives everyone ownership of continuous improvement efforts, which contributes to the successful implementation of ACG.

• ACG events are performed at the workplace with frequently scheduled Gemba walks

  Achieving operational efficiency begins where the actual task happens, not from a conference room. A Gemba Walk—derived from the term gemba or gembutsu, which means “the actual place where the work is performed”—is usually done by managers to learn or review exactly how a specific process works and gain insights from workers about its improvement. A Gemba Walk Checklist is provided with the workshop material and guides the observers in asking relevant questions to determine the root cause of problems and the next steps. Every employee should be required to participate in a least two ACG events as part of their annual performance review. An ACG event is typically 2–5 days long, and all action items are completed within a month following the completion of an event [6, 7, 8, 9].

• 5S + 2S

  One of the most significant barriers to continuous improvement is clinging to old practices or assuming new methods will fail. The 5S principles (sort, set, order, shine, standardize, and sustain) aim to enhance workplace efficiency by constantly looking for ways to eliminate waste and improve local housekeeping. The initiation of 5S is usually the start of organizational involvement in Lean practices [10].

  Organizations should refrain from thinking that just because something worked before means, it will continue to work. Status and progress in 5S + 2S should be measured in a standardized metric visible at the Gemba. The original 5S in lean is now supplemented by two additional S—safety and security, emphasizing the setup of preventive controls and protection for safe work operations. A 5S + 2S program are initiated as part of continuous improvement.

“Progress cannot be generated when we are satisfied with existing situations.”—Taiichi Ohno, Father of the TPS—the basis of lean manufacturing

3. Workshop delivery and the certification process

The workshop knowledge transfer consists of an interactive presentation and a specialized workbook guiding facilitator activities [11]. The pages are annotated and work standalone learning material in a live ACG event. Workshop execution and documentation is accomplished by completion of the facilitator workbook.

Workshop facilitators also act as mentors and coaches to the participants as they execute their first project.

The workshop can be delivered in a live classroom environment or by distance learning using a virtual platform. The live classroom version is designed for 30 h over three days with approximately 5 h of homework/self-study. For the proctored virtual version, the workshop is delivered in 10 one-and-a-half-hour sessions using the content outline shown on the last page. Both versions will be preceded by a 1-h kick-off session using a virtual platform providing examples of past projects and a unique method of project evaluation.

The delivery of a workshop and certification can be customized to the requirements of the participants and typically takes the following format:

1. A virtual kick-off session for 1.5 h held 1 week before the start of the actual workshop—introduces the concept of continuous improvement and starts the process of potential project selection.

2. Two days, 20 h of face-to-face classroom time.

3. 10 h of Zoom work sessions to complete workshop assignments and imitate certification event—Zoom sessions are held in the evening and typically are 1.5 h long over a 4-week duration.

4. Completion and review of a 50 question, open book exam (taken online).

5. The completion and submittal of an ACG event must be accomplished within 6 months after finishing a workshop.

6. Final certification is issued within one month of submitting a project.

4. ACG facilitator workshop contents/syllabus

This workshop/event includes following 22 sections with over 320 PowerPoint slides and a facilitator workbook. Supplemental material is provided through access in a Dropbox file maintained by workshop facilitators. New material is added as it becomes available. Five versions have been delivered to date.

4.1 Define current state (define phase of DMAIC)

• Potential focus areas for ACG start with a detailed review of the current state process(es). The concept of creating a SIPOC is introduced.

Learning Outcome: The Student will be able to define a ACG project. Document current state. Complete a process map and project charter demonstrating business benefits to the organization and define how the project relates to strategic planning.

4.2 Using 5 W ad 1 M

• A problem statement to be used in a project charter is constructed with 5 Ws (What, Why, When, Where, and Who) and 1 M (a related measurement).

Learning Outcome: This technique is introduced in the kick-off session and serves as a way to draft and validate ideas for potential projects.

4.3 Data collection

• The importance to capturing the current performance with the right data is explained. An introduction is provided to Measurement System Analysis (MSA).

Learning Outcome: ACG practitioners learn how to characterize different types data and use the results to guide for decision making.

4.4 Descriptive statistics

• ACG practitioners see the value of characterizing data beyond just calculating an average.

Learning Outcome: Excel methods are introduced to calculate the range of descriptive parameters for both sample and population data.

4.5 ACG explanations

ACG Event purpose and execution – elimination of waste by removing Non-Value Adding activities resulting in standardized systems, improved efficiency of processes, higher quality, faster delivery, and cost savings.

4.6 ACG history

• Learn the history of ACG.

Learning Outcome: Understand the history of ACG as it developed from Toyota Kaizen events and how American companies and civil institutions have adapted it.

4.7 Future state

• To get to the future state, you undertake a focused effort that looks at each element of the current state and how to make it better.

• ACG uses the DMAIC (Define, Measure, Analyze, Improve, and Control) as a Lean operating model.

Learning Outcome: Basic understanding of future-state and the ACG experience. Understand DMAIC phased problem-solving.

4.8 Value stream and process mapping

• Following an explanation of value, the concept of viewing all aspects of an organization as a value stream is introduced.

Learning Outcome: Workshop participants understand how to create and interpret an organization’s value stream.

4.9 ACG versus other improvement methodologies

• Lean, Six Sigma, and ACG are all continuous improvement methodologies. They vary in application but all help with providing the framework for improvement of processes.

Learning Outcome: Understand the difference between a ACG project and other improvement methodologies.

4.10 ACG characteristics

• ACG is an intensive burst of business process improvement.

Learning Outcome: Understand the characteristics of a ACG project and how it is structured.

4.11 Lean principles

• Lean is generally referred to as a manufacturing or production improvement methodology but has expanded to health care and office environments.

• It is exemplified by the Toyota Production Method (TPM) and related frameworks.

• As a term in business, it has a broad-based customer focus that concentrates on providing more to the customer with the same resources.

Learning Outcome: Understand that ACG events build on lean principles. Learn those principles.

4.12 Lean process management

• When you start to undertake Lean reviews within an organization, you could integrate it into the corporate strategy and long-term vision for the business. Likewise corporate strategies and strategic plans should include CI initiatives as a primary lever to achieve desired results.

Learning Outcome: Understand the process of lean management using balanced scorecard reports.

4.13 Lean industries (control phase)

• Although Lean principles were developed for manufacturing, it is now recognized within a whole range of business sectors.

Learning Outcome: Learn how different industries use Lean principles.

4.14 Lean analysis tools and measurements

• Within every workflow or production path, there are core elements that are essential to its success.

• Simple metrics exemplify improvement in the processes before and after improvement.

Learning Outcome: General overview of the tools used during an ACG project, including Critical Path Analysis, TIMWOOD, Kanban, JIT, Push & Pull, 5S, Cause & Effect, Poka Yoke.

4.15 ACG events (ACG project)

• ACG Events are relatively simple in format and can be used to make significant improvements when continually applied within your organization.

Learning Outcome: Understand the major components and subcomponents of a ACG Event.

4.16 Forming an ACG event team

• An ACG event should always have an executive team member participate to display organizational support and alignment with the strategic goals.

Learning Outcome: Understand the key members who should be on an ACG project and how they are selected. Understand current practices on defining CI functions and roles.

4.17 Event kickoff

The event kickoff is the opportunity to build the energy for the event.

Learning outcome:

• Understand the need for the event kickoff.

• Review typical program materials presented in a kick-off event.

Learning Outcome: Recording Current-state.

4.18 Effective facilitation

• The role and responsibility of an event or meeting facilitator is explained with examples. How to recognize and alleviate misbehavior is explained. Team dynamics are defined.

4.19 The language of lean

• Value Stream—This describes the activities that provide the customer with value in delivering their product.

Learning Outcome: Understand a Value Stream & Value Stream Mapping.

4.20 Three forms of waste

• In Lean you have three types of waste: Mura, Muri, Muda

Learning Outcome: Understand Musa, Muri, Muda.

4.21 The eight elements of waste

• The eight classic wastes introduce) include overproduction, inventory, defects, over-processing, waiting, motion, transportation. In the US an eight waste is added—untapped creativity.

Learning Outcome: Understand the 7 + 1 elements of waste.

4.22 Performing root cause analysis

• Once wastes are determined you can begin looking into the root causes of problems of the process.

Learning Outcome: Understand Root Cause Analysis.

4.23 Prioritizing improvements (improve phase)

• The team may develop a multitude of possible solutions to resolve problems or a multitude of solutions for just a single problem so it may be advantageous for the team to utilize some sort of prioritization or scoring matrix.

Learning Outcome: Understand how to prioritize the improvements and using a matrix diagram.

Figure 2 shows the contents of the main agenda for a workshop-based workshop.

Figure 2.

Typical classroom-based agenda.

5. In summary

The ACG framework can dramatically improve the efficiency and standardization of your company’s workflows, processes, and procedures. Following the format and methods provided in the ACG workshop can make a significant impact on employee engagement and culture, and workflow improvements. ACG is a way to transform the way your business works if everyone is committed to making positive changes at all company levels. Certification follows a successful project submission. An advanced version of the ACG workshop is planned for 2023.

It is not necessity to change. Survival is not mandatory. —W.E. Deming.