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…or what has been lost in translation?
➔ ➔
“I have always said that the Japanese language is ever well put together, and if the Japanese language is interpreted skillfully it would help the development of the Japanese industry …. this does not work so well in other languages.”
“The Japanese writing system is very convenient (…). I think the Japanese writing system has contributed a lot to industry by helping people understand both actual and potential misconceptions”
Source: Workplace Management 100-year anniversary edition, Taichi Ohno 2013
Force = Mass * acceleration
Or
Work = Person * movement
«In Japanese we have two characters, both pronounced «doe», and the one with the person radical means «to work» and the one without means «to move». Because the two words have identical pronunciation, the image of «doe» – to work and to move – becomes the same. This is a problem. To see the difference means to be able to see waste.»
Source: Workplace Management 100-year anniversary edition, Taichi Ohno 2013
理Kanri (管理)
Genri (原理)
Seiri (整理)
Muri (無理)
理1. Make a detailed
examination2. Reflect thoughtfully on the
best approach to improve 3. Act in an insightful way to
make the right movements that result in the desired improvement.
Ri = cognitive working process
Source: Managing Quality Decisions – The Story of “Ri” Gregory H. Watson, March 2019
Kanri (管理): a logical way of working or “management system”
Hoshin Kanri
Kinobetsu Kanri
Kaizen Kanri
Nichijo Kanri
Hinshitsu Kanri
Jishu Kanri
Strategy Management
Cross-Functional Management
Improvement Projects
Daily Management
Quality Management
Self Management
Zenshateki Hinshitsu Kanri – Company-wide Quality Control
Source: Performance Measurement and Lean Transformation Management, Gregory H. Watson, March 2019
Daily ManagementBusiness Excellence
Hoshin Kanri
Kaizen Kanri
Nichijo Kanri
Hinshitsu Kanri
Lean Six Sigma
Identify the criticalbusiness areas ofConcern and makedecisions based onfacts and analyses
Sustain gains,document and measure process performance.
Eliminate the critical source of variation and create new process capabilities.
• Leadership• Management• Planning
• Systematic problem solving• Project management• Company wide improvement
• Customer• Sourcing• Delivery• Service• Support and Admin.
Energy is used in secondary
projects, which are not vital for
the strategy.
Project gains are not
sustained, and benefits are
lost.
Current stateIs not known.
Source: Various works of Gregory H. Watson
5W + 1 H QUESTIONS: ANSWERS:
What happened? Survey – conduct a detailed scrutiny
Who was there? The King – executive function
When did it happen? At Sunset – end of working period
Where did it happen? At the point of doing the real work
Why did it happen? To understand the real thing
How did it happen? Personal activity required to notice
Genichi genbutsu (地現物) – go and see!
Genri (原理): the original cause of an event or “real reason” (root cause)
Source: Performance Measurement and Lean Transformation Management, Gregory H. Watson, March 2019
Gemba (現場)
Workers manage “flow efficiency”
of value-adding work throughput.
Managers manage “resource efficiency”
to assure value-adding flow efficiency.
Executive Function
Productive Function
Gemba 1
Gemba 2
NegotiationProcess
“Nemawashi” (根回し)
Source: Performance Measurement and Lean Transformation Management, Gregory H. Watson, March 2019
Japanese Term English Term Literal translation
Seiri (整理) Sort Cleaning up
Seiton (整頓) Systematize Organising
Seisou (清掃) Sanitize Cleaning
Seiketsu (清潔) Standardize Standardising
Shitsuke (躾) Sustain Training and discipline
整
清
This “sei” means to “turn chaos into order.”
This “sei” means to make something “pure.”
Seiri (整理)= a method applied to make order out of chaos through application of a thinking or cognitive process
Source: Performance Measurement and Lean Transformation Management, Gregory H. Watson, March 2019
This “sei” means to “turn chaos into order,”
plus “ri” is a thinking or “cognitive process”.
整
理
This “sei” means to “turn chaos into order,”
plus “ton” means “immediately available.”
整
頓
Students learn from teachers at school that they must make their workplace in order: “seiri-seiton” they are told. They are not told to first “seiri” then to “seiton” their work area.
Source: Performance Measurement and Lean Transformation Management, Gregory H. Watson, March 2019
1. Study – Analyze work to find waste and value losses
2. Sort – Divide work into categories according to value
3. Systematize – Organize the flow of the work activity
4. Sanitize – Clean the work place so waste is more visible
5. Streamline – Eliminate unnecessary activities, bottlenecks
6. Simulate – Check work performance prior to change
7. Synchronize – Set the timing for optimal work flow
8. Safeguard – Eliminate the possibility of inadvertent errors
9. Standardize – Assure all work follows the standard
10. Sustain – Consistently perform and improve
Check
Act
Standardize
Do
Source: Performance Measurement and Lean Transformation Management, Gregory H. Watson, March 2019
SMBP Methods and Tools:
1. Environment Analysis
2. Product Analysis
3. Market Analysis
4. Product-to-Market Analysis
5. Product Portfolio Analysis
6. Strategic Elements Analysis
7. Resource Allocation Analysis
Hiroshi Osada (1998), “Strategic Management by Policy in Total Quality Management,” Strategic Change, Vol. 7, 227-287.
“Insufficient work standardization and rationalization create waste (“muda”), inconsistency (“mura”), and unreasonableness (“muri”) in work procedures and work hours that will eventually lead to the production of defective products.”
Muri (無理): “No waste from bad thinking” – irrational waste.This type of waste arises from poor decision-making.
Mura (無斑): “No waste from unbalanced working” – flow waste.This type of waste arises from poor work process integration.
Muda (無駄): “No waste in work discipline” – process waste.This type of waste arises from poor operational discipline.
Source: Performance Measurement and Lean Transformation Management, Gregory H. Watson, March 2019
Make decision based on analysis and evaluation of data and information
Source: Managing Quality Decisions – The Story of “Ri” Gregory H. Watson, March 2019
integrity
competence
sufficient data
“kanri” fails to operate
“genri” becomes compromised
“seiri” disappears and chaos ensures
so that the “muri” is passed on
If one of the conditions is not met, then the rationality of choice is impinged
和
Source: Performance Measurement and Lean Transformation Management, Gregory H. Watson, March 2019
“Wa” (和) = harmony, peace and balance
“Wa” is created when workers cooperate together for a common objective. It is the integrated cooperation of people that achieves desired results across the flow of work.
Organization Level Objective QualityEmphasis
Type of Waste
Improvement Projects
Methods & Tools
Senior Executives Agility Policy Muri Hoshin Kanri Presidential ReviewS-7 Strategic MethodsCross-Functional Teams
Cross-Functional Management
Harmony Flow Mura Kaizen KanriHinshitsu Kanri
Management ReviewGemba Walk5-S for ManagersProject Teams
Front-Line Workers Discipline Perfection Muda Nichijo KanriHinshitsu KanriJishu Kanri
Operational reviewSelf-Inspection5-S for WorkersQuality Circles
Source: Performance Measurement and Lean Transformation Management, Gregory H. Watson, March 2019
Need help in setting up yoursystem?
I’m here for you.
Sidsel W. StoraasExceptional Quality Leader
Storaas Quality Consulting AS
[email protected]+47 9478 9479
"You are providing a unique and modern approach to quality improvement that is no longer couched in the traditional way quality professionals speak – refreshing and well-done!" Gregory H. Watson