| 1 | 1a. Lead continuous improvement (Kaizen) activities | 1.1 | Work safely at all times, complying with health and safety and other relevant regulations and guidelines |
| 1.2 | Lead the activities within the learner’s area of responsibility to include all of the following: • set out an communicate the purpose of the improvement activities • involve the team in planning how the improvement activity will be achieved • ensure each team member has individual objectives and understands how these objectives contribute to the overall improvement objective • provide advice and support the team to achieve both team and individual improvement objectives • motivate the team to present their own improvement ideas • encourage the team and/or individuals to take the lead where appropriate • agree the implementation of the improvement ideas • negotiate any physical and/or financial resources required to implement the improvement activity (where appropriate) • monitor the progress of improvement activities • deal with any organisational problems identified during the improvement activity |
| 1.3 | Approve the plan for the Kaizen process to the agreed work area/activity to include plan, do, check, act |
| 1.4 | Agree objectives and targets for the Kaizen activity |
| 1.5 | Lead the carrying out of the Kaizen activity within the chosen work area/activity |
| 1.6 | Confirm waste, problems or conditions within the work area or activity and discuss and evaluate what improvements can be made |
| 1.7 | Confirm and lead improvements within the working area/activity which cover three of the following: • reduction in cost • improved health, safety and/or working environment • improved quality • improved regulatory compliance • improvements to working practices • reduction in lead time • reduction in waste and/or energy usage • improved customer service • improved resource utilisation |
| 1.8 | Lead a structured waste elimination activity, based on the identified wastes, problems or conditions |
| 1.9 | Lead the production of and approve changes to standard operating procedures (SOPs), or other approved documentation that will sustain the improvements resulting from the Kaizen activity |
| 2 | 1b. Lead continuous improvement (Kaizen) activities (continued) | 2.1 | Confirm and lead improvements, which cover three of the following: • cleaning of equipment or work area • maintenance of equipment • health and safety • process procedures • manufacturing operations or work area operations • quality system • regulatory compliance systems |
| 2.2 | Agree calculated measures of performance for quality, cost and delivery |
| 2.3 | Agree calculations for one of the following quality measures: • not right first time (as a percentage or as parts per million (PPM)) • company-specific quality measure |
| 2.4 | Agree calculations for one of the following measures: • delivery schedule achievement • company-specific delivery or service measure |
| 2.5 | Agree calculations for one of the following cost measures: • parts per operator hour (PPOH) • production volume • value added per person (VAPP) • overall equipment effectiveness (OEE) • stock turns • floor space utilization (FSU) • cost breakdown (such as labour, material, energy and overhead) • company-specific cost measure |
| 2.6 | Approve the calculations and lead the development of a visual representation of the optimum resources required for a process based on customer demand |
| 2.7 | Evaluate comparisons of the agreed work area/activity before and after the kaizen activity to confirm improvements using key performance indicators |
| 2.8 | Show business improvements, using one of the following key performance indicators: • not right first time (as a percentage or as parts per million (PPM)) • company-specific quality measure • delivery schedule achievement • company-specific delivery measure • parts per operator hour (PPOH) • production volume • value added per person (VAPP) • overall equipment effectiveness (OEE) • stock turns • floor space utilization (FSU) • cost breakdown (such as labour, material, energy and overhead) • company-specific cost measure |
| 3 | 2a. Know how to lead continuous improvement (Kaizen) activities | 3.1 | Describe the health and safety requirements of the area in which they are leading the Kaizen activity |
| 3.2 | Explain how a work area/activity is selected for the Kaizen activity |
| 3.3 | Explain how to plan the resources and time needed to carry out the agreed activity |
| 3.4 | Describe the principles for the deployment of Kaizen (such as where a culture focuses on sustained continuous improvement, aiming at eliminating waste in all systems and processes in the organisation and supply chain) |
| 3.5 | Describe the eight wastes (over-production, inventory, transport, over-processing, waiting time, operator motion, bad quality, failure to exploit human potential) and how to eliminate them |
| 3.6 | Explain problem solving and root cause analysis |
| 3.7 | Describe the importance of understanding the process/activity under review, and how this will affect the quality of the problem solving |
| 3.8 | Describe the application of the Deming cycle (plan, do, check, act) |
| 3.9 | Explain how to carry out a Kaizen activity and establish measurable improvements |
| 3.10 | Explain how to distinguish facts from opinions in order to identify improvement actions |
| 3.11 | Explain how improvements to the process are achieved by engaging the knowledge and experience of the people involved in the process |
| 4 | 2b. Know how to lead continuous improvement (Kaizen) activities (continued) | 4.1 | Explain how to encourage people to identify potential improvements |
| 4.2 | Explain how to evaluate improvement ideas in order to select those that are to be pursued |
| 4.3 | Explain how to set quantifiable targets and objectives |
| 4.4 | Explain how to produce/propose the creation of or changes to standard operating procedures (SOPs) or other approved documentation |
| 4.5 | Describe the techniques used to visually communicate the work of the Kaizen activity to participants and others |
| 4.6 | Describe the application of the business’ key measures of competitiveness (such as the former DTI’s seven measures: delivered right first time, delivery schedule achievement, people productivity, stock turns, overall equipment effectiveness, value added per person, floor space utilisation) |
| 4.7 | Explain how the cycle time of a process can be defined. |
| 4.8 | How to calculate the required production rate for a process by using a calculation (such as Takt Time) |
| 4.9 | Explain how to calculate the optimal resources (such as people, equipment, facilities and materials) required for a process based on customer demand |
| 4.10 | Describe the techniques used to distribute work content to balance cycle times to the rate of customer demand, and how to visually represent it (e.g. line balance and process displays) |
| 4.11 | Describe the extent of the learner’s own authority, and to whom they should report to in the event of problems that they cannot resolve |
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