NEW-Daily-Work-Management.ppt
- 1. JSW Steel Lecture Meeting How to implement the Effective Daily Management and Visualization ; The Enhancement of Gemba Capability for Realizing sustainable growth Professor Emeritus Hiroshima Institute of Technology Hiroshi Kubota Dr. Eng. 1
- 2. Contents of Lecture Basic Conditions for sustainable growth of any company Enhancement of Gemba Capability Fundamental requirements of the effective Daily Work Management Handling abnormality and/or management by exception and change management Basic concepts of visualization Visualization for detection and solving of problem Roles and Tools for visualization Roles of Management for deployment oｆ daily work and daily work management Points of daily work management for each functional department including non manufacturing Points of effective implementation of Daily Work Management
- 3. An Enterprise Changing strict and uncertain business Environment (Economic, Technology, Regulation, Society and so on） Adjustment & Adaptation； Stationary & Self-reorganization Be faithful to the basics, deal with flexibly the changes, and challenge for suitable opportunity ； Kaizen & Innovation Fundamental Requirement of Survival & Growth of any Organization Group of Peoples； Activation of the organization Sustainable society based on the balance among circumstances，political, economics, individuals and society Market Creation and Customer Satisfaction from the view of Customer Values, Protection of Global environment & ecosystem, Respect for human being Social Responsibility
- 4. Organization； Activities & Resources Provide Products & Services to be expected from Target Customers Provide Product & Services To be Satisfied by Customers Customers have attention and intended to buying and using Customers have Evaluated as good for buying and using Customers Market Customers Competitive／ Alternative Products & Services Competitive Organizations； Activities & Resources Trust Bland ＊Any business could not hold without existence of customer and support by customers ＊Any enterprise has made extra special efforts for creation of markets and acquirement of customers ＊Severe competitions have been deployed at not only domestic market but also global market
- 5. Basic Concepts for Quality： Fitness for Valid Requirements and Expectations of Customers for Products & Services as Output through Activities of the Organization Customers satisfied Pursue ‘Quality’ continuously from the view of Customers’Values Quality of Entities, Processes and Environment provided A Bundle of Various Needs of Customer Various Customers with Diverse needs Quality of Matter and Attractive Quality Quality of Activities & works, System and Peoples Next Processes are my Customers Changing, Dependence of Social Context, Relative. Not Awareness, Not presented, Good loser Satisfaction could be defined by Discrepancy between Aspiration and Performances It is essential that quality should be created in process but not assured quality by inspection
- 6. Deployment and Integration of Quality and Technology （Planning of quality and technology） Customer needs should be satisfied （From the views of Customer Value and Satisfaction） Requirements on Quality of Output Requirements on Output Requirements on Activity System Management by Management Items (Managing Points; Feed back） Management by Check Items （Checking points: Feed forward） Activity System Inputs Processes/ Transformations Outputs Quality of Outputs The Conceptual Framework for Implementation Methodology of Quality Management
- 7. Basic Concepts of Gemba Capability Gemba is the field for implementing activities with sources of values creation and generation of cost at points of contact between customers and goods / experiences cooperated with peoples of the front line 1．Basic Requirements for Gemba Capability ① Do completely what you must do “Why,What and How”are clear and have been performed completely ・Cope with signs of problems timely and appropriately through developing awareness / recognition, skill / technique and motivation ・The review and visualization of processing for changing environment ② Carry out kaizen and learning continuously Contribution to establish competitive predominance, business results and improvement of social existent values through Adaptation to changing Environments, Creation & Satisfaction of Customers and Eliminate Non Values Added 2．Basic Conditions of Gemba Capabity ① Willing to cooperate ：Committee to Contribution ② Consciousness as the party concerned ：Responsibility & Autonomy ③ Employee Engagement： Group Behavior Effects ④ Growth ：Ability of Learning 7
- 8. Organizational Activities and Daily Work Management Approach to Organization： Process Approach（Causes and Results） and Systems Approach (Fusion with Autonomy/ self-assertion and integration/ total optimization) to Goal seeking input and output system with Properties of Interrelation（Non summative）， Adjustment to environment（Stationary），Adaptation to Environment（Relf- reorganization） and Hierarchy（Holon） Management of Organization： Daily Work Management（Stationary and Control & Kaizen）, Cross Functional Management（Whole and Coordination/ Integration） Policy Management（Breakthrough/ Self reorganization/ Strategy Deployment） Spiral up PDCA & SDCA Cycles Learning Enhancement of Behavior Patterns; Lighten load of thinking, quick action, conditioned reflex action Could not find behavior pattern; Could not interpret stimulus from environment, Inference Learning /Trial and Error learning Revolution Learning and Conversion Learning (Paradigm Shift and Unlearning） 8
- 9. Chronic Problems Establishment and Maintenance of Standards Ａ Ｐ Ｃ Ｄ Ａ Ｓ Ｃ Ｄ Management Policy→Kaizen Activities for Focused Subjects Priority Important Problems ( Kaizen Actvities ) Standardization Policy Management Daily Work Management Management Cycle of SDCA and PDCA Management Cycle of Policy Management and Daily Work management 【Origin: Noriaki Kano（1983)：Thorough of Daily Work Management，Text of Quality Month】 9
- 10. Basic Conditions of Daily Work Management Do Completely what must do at daily routine work ・Eradicate what do not what must do and/or should do ・Make clear and share on cognitions what must do and/or should do ・Educate, Train and strict discipline so as to do completely what must do ・Implement control and continuous kaizen in order to adapt changing environment ・Do behavior with sincerity and responsibility Prohibit on doing What must not do and should not do ・Compliance absolutely rules and legal ・Eliminate hotbed of departure from the rules such as breaking an engagement, arriving late, making not report/ consult/ contact, not apologize, not giving thanks and so on. Do not anything that there is no need to do ・Matters of importance are thoughtful to others, satisfactions of end customers and inner customers, less non value added operation etc. Not hiding and not disguising ・Eliminate any hiding/disguising what must not do or doing not what must do and/or should do even if it is mistake
- 11. Enhance of Gemba Capability Pain Gemba ・Less interest ・neglect ・ignorance ・irresponsible （Stagnation） Sound Gemba ・reconciling ・reveal/ disclose ・creative fluctuation ・learning （healthy conflict/ activation） Visualization Change Management Kaizen／Pokayoke Autonomy & agility Spiral up of PDCA Operator become sensor; Awareness/Symptom/ preperception Intentionally Systematic Organizational Valid and Quick/Agile Response ５S Standardization Daily Work Management Human Resource Management；Education & training /Organizational Activation/Small group activities Observation of Actual place/ things by Top management Consistency/Continuity/ Completeness for doing fundamentals and Flexible for changes Establishment and kaizen of Basic Conditions for Effective Daily Work Management Control Abnormality & Management by exception Prevention of Recurrence/ Occurring previously Set up & settlement 11
- 12. Input Processing：Activities Output Desired results Cost & Time Eliminate non value added, Reduction of Times and Minimize Opportunity Losses Any activity is a goal seeking input-output system for creating value Visualization is essential for effective management Not desired results There are always causes for results：make quality in the process Process Analysis（Relation between Output and Input & Process ） Human being is a thinking reed：See, Think and then Behavior See and Think：Growth and learning could be promoted by management based on visualization Set up challenging goals and Spiral up PDCA cycle based on factual approach Activities and Visualization to ensure the Desired Results
- 13. Daily Work Management could be defined as control daily work implemented in order to attainment responsible objectives effectively and efficiently for roles and jobs Steps of Daily Work Management 1. Define clear and accurate “What must do” for each department ① Confirm mission, roles and objectives for each department /section and establish contents of jobs Mission→Roles→Objectives →Processes & Activities →Attainment 2.Define clear, and then “Do completely what must do” ② Confirm objectives & contents of each job and scales & management levels; Define the management Items ③ Standardization of procedures for attaining and managing objectives Process flow diagram→Requirements of Output attained →Standards of processes and methods ④ Put the right person in the right job and implement education and training 3. Define clear and manage “whether do or not do completely what must do” ⑤ Prepare materials for managing operations and do as per standards Examine and Establish 4M conditions→Prepare operation manuals (SOP, OPL, Know How sheet, Know Why sheet) ⑥ Record results on performing jobs and judge results whether right or wrong ⑦ Perform quickly the temporary treatment and report results to superiors
- 14. Make clear roles, objectives, responsibility and power assignment at each department /division Make clear, visualize and coordinate duplication, crack, results and abnormality of operations Solve problems of output and processes, and perform roles on policy management and cross functional management. ⑥ Record results on performing jobs and judge results whether right or wrong ⑦ Perform quickly the temporary handling and report results to superiors ⑧ Superiors pursue abnormal root causes by 5 gen-ism (Gemba , Genbutu, Genjitsu, gennri, gennsoku )and prevent reoccurrence ⑨ Revise standards, management items and management levels if necessary with corresponding to contents of abnormality ⑩ Report to superiors matters what and how should manage within a given period time ⑪ Improve matters such as coordination to multiple operations at well planned way
- 15. ＜Contents of management items＞ ・Managing points: Evaluation items based on results for implementation ・Checking points：Evaluation item based on factors of process for implementation Note: Because management items may becomes both results and factors, there are situations that management points and check points could not be separated . There are literatures that called quality characteristic for management item and management item for check item ＜Table of management items＞ The table is made by gathering management items of related positions, and the table could be constituted of objectives, materials, responsible person, method (frequency. control level, measures) for management for attaining goals deployed hierarchically and systematically Points to note for application of management item Don't decide the management item perfunctory Behave with consciousness to attain the objectives Systemization of useful management for business； Apply the management items as means for realizing effective business Basic Concepts of Management Items 15 Management item could be defined as management object adapted in order to perform reasonably management for organizational activities
- 16. Subjects of the whole department Review and define the basic functions from the view of relevant of whole business by responsible person and managers as leading core members “general manager, factory manager, chief head” It is necessary at least for 2nd level so as to be investigated by group of responsible person and manager Subjects of the Partial department Confirm objectives and positioning works took from the responsible person and managers. As chief person is leader, the group is organized by members related to the work. Definition of basic function is approved by responsible person. Obtain responsible person’s approval for third level system table Subjects of Position Organize group and promote operation with members of positions, and cooperate and confirm with superior responsible person and personnel function. Obtain responsible person’s approval for third level system table Define the Basic objects and roles Define major means/ methods to attain objectives Arrangement of means/ methods defined (system of third level) Forth Fifth Third Second First It is necessary for devising implementation according to objectives, scope and promotion ・ Define Means/methods to attain basic objectives & roles, and what must do, and then arrange vertical and horizontal Functional analysis methods for Business operations Visualization of operations for attainment of Mission
- 17. Example of disappointing results to Management Item for Business Process 1. Delay or too fast of time for schedule / plan 2. Excess or deficiency of quantity for schedule / plan 4. Getting worse of operation efficiency 5. Excess or deficiency of man-hour 6. Waiting or float of peoples 7. Ross of transportation and walking 8. Stoppage, abnormal and breakdown of machine and equipment 11.Excess or deficiency of inventory 12. Failure or not reasonable of motion 13. Abnormal of process quality 15．Uneasy Safety and hygiene 16. Exceed of budget and/or cost 17．Non-Enhancement of capability/ skill /Competency of people 20. Other all abnormal, failure and loss 3. Getting worse of process yields 9. Decrease of availability 10. Getting worse of rate of profit 14．Increase of Customer Complaints 18. Increasing overtime 19. Increasing the rate of absenteeism
- 18. Manufactu ring process mechanis m Process control cycle Process Input Output Material Parts Man・Machine・ Material・method ・ Measurement Products Semi-finished products ５ Ｍ Ｑ・Ｃ・Ｄ・Ｍ・Ｓ Decide standard work and implement Check inspection items Check management items Select management characteristics and manage it by control chart Investigate the cause Recurrence prevention measures Do (action) Along with the action against the process do re-examination of management method Detect the abnormality Source system Result system Managemen t Point Inspection item （Check cause） Management item （check result） Manufacturing specification sheet・・Work guidance documents・work Instructions Do not make Defects Do not leak defects Do not receive defects Process management Examination table ＳＰＣ management Process chart ＦＭＥＡ work standard Section(tool) ＦＴＡ Equipment maintenance ＭＳＡ ＰＬＡＮ ＤＯ ＣＨＥＣＫ ＡＣＴＩＯＮ Process control point Feedback QC Diagram of manufacturing process Continuous Improvement
- 19. Flux application Mixing of liquid Put the flux in mixing container Man Measure the thinner in a beaker Put the measured thinner in the mixing container Parts and materials Method Equipment·Tools Mixing container ・capacity (specified) ・Cleaning degree Beaker · capacity (specified) · cleaning degree Stir bar ・Specify ・ cleaning degree Storage tank · capacity · Input maximum amount Flux Applying Devices • Operation Confirmation 比重計 ・校正 ローラー ・回転数/送り量 ・ローラー間隔 ・平行度 Input amount Input amount Measuring method Input method Mixing ratio Stirring method Stirring time Adding method Remaining amount/ Additional amount Use method Operation Method Operation check method 測定方法 Flux ·component ·Brand Specified Operator Thinner ·component ·Brand Specified 調合液 ・比重 Operator Operator Operator Operator Operator 作業者 作業者 Stir the flux and thinner Add the stirred liquid to a storage tank Switch on the device 液の比重を確認（調節）する 装置の稼働状況を確認する Flux Application Consider and decide the inspection items from the degree of important and the degree of difficulty and then decide the control method Setting Check Items based on operation analysis
- 20. a b c d … Each block (inspection process) Activity content Defect rate transition (6 months) Quality data (Criteria Month) Component A ProcessA-1 △△ ProcessA-2 Intermediate inspection A Block B Component B △△ Process B-1 User failure situation generated ※ Failure rate or F cost Dead line Respo nsible Classificat ion This month Future Failure mode or quality characteristics process component Block A Counter measure A Counter measure B Counter measure C （１）Relationship between the failure mode and process （２）Failure mode Fixed view （３）Process fixed view (4) View on the surface Weak point / activity progress what Who until when Market complaint Quality Matrix for kaizen of production Process
- 21. Alter Management and Change Management Source of many failure/ abnormal occurrence are due to alter points and change points Alter points imply alternation with the intent of 5M conditions Change points imply singular inputs & noise, situations beyond expectation, interruption or transfer & substitute of operations, sign of faults such as abrasion/ deteriorate/ alternant/ running hot etc., points possible shift from normal to abnormal Not fail to notice on sign of abnormal and/or change points; Operator as sensors with sensibility Visualization of change points Developing manual and education & training are required to avoid lacks tense and become not loose for interruption , temporary blank and interception of continuity Enhancement of capability for detection and dealing of change points and Establishment of change management system 21
- 22. Differences between change point and alter point Change point：change matters without intention; absenteeism, after vacation, interruption, deteriorate, power cut Alter points: Alter matters with intention; Design change, condition changes such as process / materials / method Anyone could aware →Change of 5M Could not aware without cautious→Warning sign or something change? Management by Alter management Standard Implement of change management Operator help, Change jigs・・・ Feel difference by see, and touch ・・ Change Management Alter management Difference between Change point and alter point Visualization of 5M change points to detect process abnormal with early stage
- 23. Change points occurred in process and certification items should make clear Newcomer Planned Annual leave ・・・ Production support Unexpected Annual leave ・・・ Jig exchange Consumables Replacement Component replacement Routine maintenance・・・ Equipment adjustment Jig and tool damage Power failure・・・ Tact adjustment Within standard Condition adjustment ・・・ Work mistake ・・・ Parts mold Exchange Within the standard change ... component Abnormality Measurement jig Replacement Measuring instrument replacement (The same precision) Contact point replacement ・・・ Measuring instrument damage・・・ ・・・ ・・・ ・・・ Different from usual glossy is different fitting is strange colour is different （Man） （machine） （method） （material） （measurement） Other (what is strange) Daily occurrence Sudden occurrence Make clear change points
- 24. Report Sheet of Change points Process Y / M / D Contents of change points Filling Person Contents of certification Results certificated Confirming person ２nd Faults contents certificated Results certificated Confirming person Preparation of change points report occurred in which process What kind of change point has occurred What and how was confirmed secondary failure does not occur When occurred How was the confirmation results How was the final confirmation results Report of change points 24
- 25. Process Input Output Means Items Manufacturing process · Sales orders Plan · Month, short production plan · Processes wise inspection record ・ Monthly production volume ・ production yield ・ processes wise failure ratio · Departmental wise meeting * 1 times / month carried out * Each time if necessary ・Nonconformity rate ：50% Reduction production loss (yield up) ：10% less ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ Visible Target process wise monthly production volume Process wise failure rate Visible Target Nonconformity rate Production loss Production process Measurement & Monitoring
- 26. 多目的作業標準 Part num ber Part name Process name Standard Operation Procedures Appr oval Ack now ledg e Pla nni ng （１）Set up operation standard （２）Standard operation （３）Autonomous Inspection standard ①Conditions od Operation ②First Item Inspection （４）Equipment Check standard （５）Dei/Jig/Tool Check Stand、 （６）Safety Standard ① inspection items and period Inspection criteria and methods inspection person and action at the time of abnormal ② lubrication points and standards lubrication method and equipment lubrication cycle and oil type Responsiblity ① inspection points, items, standards Period, in charge, method Abnormal action ① Inspection items and standards, etc. ② protective equipment ③ qualified personnel （７）Rules for Operator （８）Revision Record ・Action at the time of abnormal Quality Standard value characteristic Ｎｏ Control item Specified Management value method send Rotational speed Ｎｏ Quality specified inspection characteristic value method Source: working standard, Japanese Standards Association、p.36 An Example of Work Instructions
- 27. Operation Standard applied this process Pull out the management point from the process operation standard and it must be managed as a key management point (result system and the factor system) and more specifically display the management method. (It includes goals and transition tables and abnormal judgment criteria) Display at Work Place
- 28. Activity board for focused management points Key management point list A ・・・・・・・・ B ・・・・・・・・ C ・・・・・・・・ List of key management point and target value of entire process(or abnormality determination value) A B C D Countermeasure 1 Countermeasure 2 Control chart and transition graph Action Criteria at the time of abnormal １ ・・・・・・・・ ２ ・・・・・・・・ ３ ・・・・・・・・ Countermeasure contents list Countermeasure 1 ・・・・・・・・ Countermeasure 2 ・・・・・・・・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・
- 29. QAﾏﾄﾘｯｸｽを用いた工程品質設計検証 The important process quality issues used QA Matrix Defective item Process quality performance P R O C E S S F L O W
- 30. 製造工程不良低減のための目標の展開と管理のやり方 Procedure 1 (Target deployment) Procedure 2 (Create improvement plan) ○ ○ Plant Procedure 3 (Management Act setting) Procedure 4 ( Activity promotion) Procedure 5 (Activity follow-up) set management point Plant total defectives ○Plant head management item □ Plant head Evaluate item Section total defectives ○Manager management item □Manager evaluate item In charge total defectives ○ Foreman management item □ Foreman evaluate item Group total defectives ○group leader management items A Defective B Defective C Defective その他の不良 Manufacturing Section 1 2.7％→0.3％ Plant head management item Goal setting Understand the current situation Daily check Weekly Investigation Meeting Monthly Investigation Meeting Quality review meeting (monthly) Create improvement plan Plant head management board Section management board In charge management board Group management board Create management board Manager management item Foreman management item Manufacturing Section 2 2.5％→0.3％ 3.0％→0.3％ 2.0％→0.3％ A Defectives 0.8％→0.1％ B Defectives 0.4％→0.05％ C Defectives0.3％→0 その他 0.5％→0｡1％ Group 1 assembly 1 assembly 2 Group 2 Department quality goals have been deployed to each group
- 31. Roles of manager and supervisor for daily work management Quality；Good quality without failures（Produce fine quality in process and prevent outflow of incongruence items） Cost：economical with non waste（Eliminate/ reduce losses thoroughly） Process：adhere and reduce delivery with less inventory（just in time） Safety and Environment：Eliminate unsafe actions and conditions, reduction of energy use, less environment load, ergonomics） Machine & Equipment（including die /jig/ tool）：Availability and performance （Free failures and short stoppage) Operation：Design and prepare right process and operation （SOP, Work instruction , OPL） Material & Actual article：Plan, storage and use appropriately （First in First out, Right Inventory ） Personnel management at work place：Development & Exhibit of capability, Attendant and absence (employee retention rate），Motivation Information Management：Provide management information on Operations and Business Environment a. Improvement of hardware（Automation with Human, Pokayoke） b. Improvement of Software（Operation Standard, Visual management） c. Improvement of Human-ware（Skill Enhancement，Raise morale） Enrich the operations’ management
- 32. Standardization （Training operation skills，Make observe standards, Responsibility for management by supervisor ） Standardization as prior coordination means for daily work management ・Intension to deal with rules and standards in order to adjust to predictable change of environment and ensure orderly stationary state to attain objectives with organizational learning ・Mechanism of problem solving beyond expectation, freedom for handling flexibly with changes and standardization of processing programs ・Define process to attain right output toward to complete coordination or integration ・Management exception and changes and Business Process Reengineering 32
- 33. Standardization (continuation) Standardization and Control of Output ・Define goals of outputs for various operations and empower to adapt methods for attainment goals ・Make autonomous efforts to attain the goal with learning and experience & skill, ingenious devices and One point Lesson, and feeling and tricks Standardization of Inputs ・Standards of output and process are restricted by standards of inputs such as skill, information, processing objects and materials Adaptation to changes ・Directing and giving priority to what should be realized ： Share the whole image and scheme / concept ・Redesign jobs：rotation, enlargement and enrichment 33
- 34. Management of abnormality and an exception Uncertainty( environment and technology) may be source for detects, breakdown, short stoppage and accident As steadily daily work is less uncertainty, operation could be almost all standardized. However, as customers , events and objects are complicate and diverse, uncertainty may remain in them Encounter “What must do ”and “What do completely” undefined clear in advance →Give freedom and empowerment to Gemba for “How to do” →Differences among individuals at “know how” and experiences →The limits of processing capability and rationality Complaint and claims due to inappropriate processing. Needs for doing coordination and solving conflicts →Establish organization such as system, rolls, coordinator in order to manage abnormality and exceptions . “Remain responsibility even if delegation of authority”, Apply the principles of management by exceptions Communication by “Hou Ren Sou” and Coaching & supporting 34
- 35. Management by exceptions （Responsibility of manager and supervisor） Special knowledge and capability, judgment and process person responsibility is necessary → organization participation Build and take accountability of exception processing regulation construction is necessary 1. Clarification of exception process support Regulate and familiarize the Exception process support case so that there is no misuse and confusion Steady business process of exception handling Make it clear the responsible person and process area 2. Business related procedure for exception handling and clarify and ensure the responsible authority. Fair transparency in the equal opportunity of high process → Business procedures and concern person responsibility to be known well. Clarify the exception process capability requirements and allocate the appropriate person 3． Build and operate mechanism to handle exceptions quickly Concern person processing capacity and rapid exception handling mechanism 4． Record exception handling and review the regular exception handling Do the PDCA / SDCA cycle of exception handling and spiral up ; Organizational Learning 35
- 36. Management of abnormality Tendency to overlook steady daily work process objectives The normal and abnormal classification is not clear, so tendency to overlook the abnormality 1. Clearly define the abnormality The determination method and judgment criteria for normal or abnormal 2. Ensure the business procedure related to abnormal process and setting of the responsibility and authority Clarification of abnormal process business flow and Responsibility and authority Ensure building and management of abnormal action rules Education and training, authorization, Executable work environment improvement 3. Build a mechanism of early detection of abnormality and rapid emergency action Hiding prevention and Proactive manifestation of abnormality, abnormality action report Prompt and appropriate Action to the target; Safety, outflow and expanding prevention Sincere response to victims and critics; Apology and briefing 4. Carried out Investigation and Preventive measures of the true cause of abnormality occurrence Recurrence prevention and technology and skills improvement of abnormality actions by the abnormality of the root cause investigation Minimization of opportunity loss 36
- 37. Fact is a description of real world observed Observation is theory load and then differences by person and how to see Make easily to recognize the facts Make clear what should be Make to share Facts which have seen To implement “management by facts” for everyone of the organization; “See more, Think more, and Create more/ Act more speedy and more reasonable” → “More” is essential Visualization as basic conditions for factual management Act appropriately and autonomously with shareing values and facts by visualization Active use each individual eye and wisdom with all participation ”Show and Share for Problem Solving Actions”
- 38. See objects specified View and Outlook at the Whole by a hawk's eye Understand the relationship of overall and the particular target Understand the importance of the state and the phenomenon that occurred Watch with sustained eyes Expansion of Scope to see Understand dynamic changes of State and the phenomenon Expansion of time and objects to see Observe and analyze facts related Diagnose with detailed survey Increase points of view to see Know the impact of state and phenomenon To set the hypothesis of important factors Systematic Seeing for Functions and structures on objects of System and activities Know the cause: to validate the hypothesis Know the problems point and improvement point: System diagnostics, policy management diagnosis, fault diagnosis, equipment diagnosis Diverse levels of Visualization
- 39. Roles of visualization Share of information ①Failure Phenomenon ②Result of Activities ③Performance/ Results and Business Environment ④Skill/ Qualification ⑤Intentions od Top Management ⑥Contribution to the organization ⑦Achievement Situations Awareness and notice ①Values；Direction and Priority, Normative Behavior，Principles and Rules ②5S/ECRS/5M/3 Mu ③Problem Cognition；Loss/ Waste/Unsafe/ Defect/ Equipment Stop/ Failure, KYT/Hiyari Hatto ④Ai Mark/ Identification/ Andon/ Abnormal Actual things/ Photo/ Image, Tagging Transparent ①Disclosure of information ②Equipment ③Leadership and Commitment of Top management Navigation Behavioral Change ①Do Completely what must do ②Clarification of Standard ③Organizational Culture Problem solving activity activation ①Gap between ideal and real ②Increase Value added ③Detection and Solving of Problems, ④Approach ⑤Education & Training and Activation
- 40. Visualization of right absence in good order for employee
- 41. Rael World（Facts） Verification Thinking World（Ideas） Hypotheses Fact observed Observation；Video Camera, Process Analysis. Motion＆ Time Study Data Agreement / Converse Scientific Methods（Induction, Deduction, Interpretation） Scientific Statement （Intelligible） What do you do What do you know What meaning is it Scientific Approach Apply Actions Objectives of Action（Objectives of objectives） Purpose of analysis Analysis Plan Survey・ Experiment, Analysis Inference；Why Why Analｙsis, PM Analysis Basic concepts of scientific approach in order to realize kaizen and innovation (Visualization is fundamental for Scientific Approach）
- 42. Changing Ideal/ Desired States Changing Reality & Facts Active Recognition Compare 問題の認識 改善・変革 Recognition of Problems Kaizen & Innovation Self innovation function ； Intend to innovation, Inevitable innovation Structural change of Organization Structural Change of Business Environment Environmental Changes Environmental Change and Recognition of Problems & Opportunity for Innovation Severe & Uncertain
- 43. Show and Share for Problem Solving Actions Know Ideal/ Desired States； Specification, standard, criteria, planning, requirements, goals and objectives, the ideal and theoretical Know Actual States； Performance, conditions-phenomenon-status, equipment, process, input, cost, skills, change, prediction and forecasting Know Deviation between Desired states and actual states； Nonconformity, defect, drawback, abnormal, goals unachieved, exceeds (negative-positive gap), loss, waste, Claim disrepute, awareness, anxiety, risk Know the Root Cause（Hypothesis and Verification）； State and the conditions of input and processes (4M conditions and actual situation), observation and data of Sites and actual, Environmental factors status, Relation of Characteristics and factors(Factor analysis),Changing point- Modify point, Failure phenomenon generating mechanism Know the Countermeasure (means for solving）； Wisdom, perspective, approach, principles and general rule, know-how and experience, theory and technology, abnormal correct action Know the effectiveness of the Countermeasure； Forecast effect, CAE, experiments and prototypes, horizontal development conditions, improvement before and after
- 44. Effective system and internal control and audit Fraud, concealment, fraud and accidents (bud) is visible ← building of organizational culture and climate of the problem manifest The accumulation and utilization of past experience and learning: View the Storage and utilization with the contents Behaviour obtained of Agile action and results⇔ Empowerment and immediate cooperation Appropriate Decision making based on the value and fact⇔ opportunities and timing ⇔reporting and communication and consultation Forefront people sees ← Front-line people of sensor function(notice) See the fact that occurred in the front line →Do not miss problems that occur →See what obscured Look at the results → See the process and inputs (factors) → see the system Give thoughtful attention to visualization (1) See Matters which should see (2) See actual place and actual things (3) See by person who decision make (4) See by person who should act (5) Best use of result of experiences and learning (6) Risk management and prevention of injustice, concealment, accidents
- 45. Tools of Visualization Conceptions Loss should be eliminated, Principle of motion economics, Kaizen Points Visual Documentation Process and Procedures , the knack, Vision & Policy. Diagnosis , Manual Visual Display Claim / defect item display, Activity board/ graph/ Diagram/Photo/ Images, Electronic Notice Board, Tagging, Open setup, Process Flow Diagram, Layout, Mapping places on Unsafe/ Breakdown / Short stoppage/ Defects, Skill map, Roadmap Visual Device Set Kanban, Andon, Low Cost Automation, Verification Set, Kits, Pokayoke and Fixture, Failsafe, Digital Meter, Touch Panel Active use of Information Technology; IT Capability Cockpit management, Mail/SNS, CAD/CAM/CAE/PDM, 3D Print, Navigation of Operation, CRM ・SCM, Internal Control, IoT
- 46. Examples of Conceptions（Points of view） Point of View for Kaizen ・E（Eliminate）； Waste and loss elimination, Process deletion, Labour and energy saving ・C（Combine）； modularization, process linking and integration, multi potential processing ・R（Replace/Rearrange）； Replacement of material and method, VE/VA ・S（Simplify）； Work and operation facilitation, structure simplification, Pokayoke, Automation Phenomena should be eliminated ・Unreasonable Muri： impossible things/ try to do ineffective things ・Waste： Do less value things/Do inefficient things ・Unevenness： Not balanced and not stable/there is a variation 5S（5S of Thing and Head/ Heart） ・Seiri-Arrenge； Removal of unwanted materials, Settle down mind to concentrate on work ・Seiton-Order； what is required and when is required, So that multiple job can do smoothly ・Seisou・Cleaning； Compulsory remove the low quality and detection of abnormal, To refresh the mind by mood diversion ・Seiketu-hygienic； Peace of mind and Health and safety, There is no hiding and fraud in mind ・Shituke- Discipline； Compliance of continuity, thoroughness and rule, Care of sense of responsibility and other people
- 47. Visualization of Structures of Loss Loss（Making gain TPM ） 7 Major loss that inhibit the Equipment efficiency ： Failure, setup and adjustment, cutting tool (replacement, breakage, disposal ), startup, short stoppage and idling, slowdowns, defect and rework Loss that inhibits the equipment operating rate: Shut down loss 5 major loss that inhibits the efficiency of the people： Management (material waiting, waiting for an instruction, waiting for breakdown repair ), operation (contrary in the operation economy, skill difference, loss due to poor layout), formation (manpower waiting loss, line balance loss), Automation replacement (labor saving loss, logistics loss), Measurement adjustment (production cost loss ) 3 major loss that inhibits the efficiency of the original unit ： Yield, energy, mold and jig tool (money loss of manufacturing and maintenance ) Loss of office indirect department ： Value (no value, low utilization, obsolescence), Process (repetition, mistakes, redoing, adjust, process), Accuracy (degree of accuracy, degree of certainty), Speed and timing (required time, timing), Idle (manpower waiting, movement, search), Communication (degree of transmission, degree of coordination, degree of response), Cost (process cost, spend too much of money)
- 48. Arrangements and Settlements Daily activities setup and settlement: PDCA/SDCA of daily activities Daily report creation is a tighten of day to day activity →Abnormal occurrence and action(First Aid, Symptomatic treatment, Untreated) →Setup preparation and takeover, reporting and communication and consultation with relevant departments →Morning and evening activity and daily improvement activities(workplace quick response)； →Challenges extraction and improvement and share and utilize the experience of the corresponding measures →Analysis and Improve the unsolved problem with involving staff(Weekly, Monthly) The day absence prevention activities Avoid confusion in the preparation activities Visualize the holiday sanction； →Day to day holiday frame and obtained status will be displayed clearly. →Logical understanding of autonomous adjustment and paid holidays →Building of workplace discipline and culture ■ Setup improvement point utilization 48
- 49. Points of kaizen for Setup & Adjustment Differentiation of internal setup and off-line setup The possible thing can do in the off-line setup is to carry out the advance setup in a suitable time. Internal setup improvement: Internal setup of outside setup step: Advance preparation of work conditions, Setup, replacement parts preparation Improvements such as jig: Standardization of die, standardization of die tightening part, Efficient fasteners development, Intermediate jig development, One-touch removable, One-touch tightening, prudence / air cylinder / Hydraulic utilization Improvement of the working methods: Parallel work implementation, Changeover training, Eliminate 3 wastes Off-line setup improvement: Elimination of search: Disposal of unwanted die and jig, Set a storage place, Display the storage place and items, clean and hygienic maintenance. Elimination of transport: Arrangement in accordance with the frequency of use, Ensure things tidy and in order, Examination of die transportation trolley. Clarity of the work procedure: Create work standard table, Clarify work allocation, Planned changeover. 49
- 50. Visual Documentation 1.Documentation of Vision Deployment Vision and long-term goal, Deployment of strategy and policy (Deployment of KMI-KPI-KAI), Roadmap, Policy management implementation, Top diagnosis, Philosophy and mission, Code of Conduct and Core Values and Way 2. Documentation of work Work process, Standard and procedure(System, process and work, equipment, technology, laws and regulations, rules and regulations) 3. Report Investigation report, Diagnosis reports(Self, top, external, system, step, policy deployment and implementation, equipment and products, safety, health and environment) 4. Documentation of procedures Manual, Handbook, Printed instructions 50
- 51. Visual Manuals （visualization of procedures）
- 52. Visual Display 1. Actual item and actual place display Display of compliant and noncompliant, Attach actual product and spot, Display to the public 2. Digitizing and graphs Numerical display, Graphical display 3. Information Display board and wall post, Management/ Activities board, Targets and results 4. Symbol display Tagging (pasting and removal), Layout chart and flow diagram 5. Map Display Unsafe location, Failure occurrence place, Nonconforming product occurrence location map Skills map, Road Map, Area map, Technology map 52
- 53. Visualization of Exchange Parts
- 54. Visualization of skills for each individual (skill map） 54
- 55. 1.Information system: Information centralization, Electronic display board; Planning and progress, Cockpit management, Accumulation and wisdom of experience (MP information, OPL, Know Why sheet, Improvement examples, Failure information etc.,) 2.Frontline Support activities: Input and output by the mobile device - Smart phone / Tablet device/ Portal site utilization; Daily report creation and utilization, Confirmation and utilization of quality standards and work standard, Procedure, Inspection sheet, Site actual image. 3.Communication: Mail and SNS, Image, Teleconference 4.Technical Support activities: CAD/CAM/CAE，PDM, ３D Print, Concurrent engineering, IoT 5.Navigation: Work navigation, Information search navigation, e-Learning Active use of Information Technology
- 56. Many organizations made procedures as navigation The next procedure will displayed and it locked until completion (Pokayoke) Operation navigation（Operation Standard）
- 57. 3Dムーブマニュアル Work while watching the work standards of the displayed three-dimensional Image on the LCD monitor. Warning voices are coming from earphones 出典：NIKKEI BUSINESS ２０１０．７．２６，ｐ６０ Operation Standard display and navigation
- 58. Diagnosis of Visualization Level Toward to an effective visualization ; Self-Diagnosis and Management Diagnosis Thought of showing side Interest of seeing side Results Level 1 : only seeing to not change anything × × × Level 2: Becoming to be consciousness ○ △ △ Level 3: Changing behavior ○ ○ ○ Level 4: Changing Way of Thinking ◎ ◎ ○ Level 5: Sharing of feeling of achievement ◎ ◎ ◎
- 59. Roles of Managers for implementing the effective Daily work Management The responsibility will remains even the authority changes: Effectiveness of each business, consistency (integrity), sustainability, ensuring the thoroughness→ interview/ Listening and verification of the frontline people in work place Implement and ensure the suitable support related to change point and variation point； Behavioural changes of actual place and actual item and verification and evaluation of appropriate result In a business performance the education & training, the improvement & demonstration of psychological energy and healthy activation of mental state are necessary; Fulfillment of human respect and social needs, and then Self realization. Flexible and proactive support to the environment change；Leveling, versatility, job expansion, job enrichment, job transfer Reconstruction of job descriptions and the improvement and transformation of business processes; Mission and functions and business(Ideal and reality, re-definition and process restructuring) Fostering of autonomous organizational culture, empowerment, guidance, support and coach 59
- 60. Concern and Involvement of Chief Executives for Daily Work Management Scandals and accidents are the hot topic in the mass media, but in an organization causes due to defects and trouble of daily management? The top management has not shows interest and not care about the actual place and actual things, and later comes to know the problem from the media and then realize the seriousness of the situation? And without knowing the actual place and the actual material by using the summarized information suitable decision making is possible? The Top management should diagnosis the deployment and the implementation status of the policy management and cross functional management, by observing the activities and condition in the actual place and the things, and strengthen the interest of the site manager, and to prevent the occurrence of hiding and scandal, and activate the organization. The sustained practice of effective and efficient daily management depends on the interest and involvement of the top management in the daily management and local spot and item. 60
- 61. Daily Work management of Functional Department Daily Work Management in Non manufacturing areas：Perform Mission/Roles and Activities with Functional Specialization Visualization of Process (Process flow diagram and ECRS kaizen) （Daily Work Management） 1. Perform daily maintain and kaizen activities stipulated as matters of duty （Cross Functional Management） 2. Redefine department duty for adapting business environment in order to realize sustainable growth 3. Perform maintain & kaizen activities what should do for cross functional department activities : Perform not only do completely what must do for own duty, but also do completely what should do for roles as related department Relevant department should perform each duty and mission with common ownership on meaning/ objectives, values and facts Communication for effective co operations, Visualization Process of PDCA and Commitment & Incentives 61
- 62. Points of Daily Work Management for Sales 1. Sales Counter （Shop front sale）；Better service to customers Customer response, Handling customer requirements, Sales promotion , Establish and use customer list, Risk readiness, Cancel customer uneasiness, Pay close attention to customer, Correspond to customer mistake and lack of recognition 2. Inquire / Consult/ Complaints ；One to One Communication Information retrieval and use, Confirm contents of inquire/ consult/ complaints, Explanation and apologize to customer complaints, Record customer response and Report them to relevant people 3. Coping with ordering；order/ shipping/ return Confirm and perform contents of contract, Confirm and compliance delivery, Coordinate and agree on production and shipping between customer and related department without mistakes, Inventory management 4. Visiting Sales；Sales Activities Management of sales process, Customer relationship management, Define objectives of visiting, Preparation of visiting, Contact customers, Provide customer values, Implement systematic sales and proactive proposal sales, Gather and active use sales information, Form plenty contacts
- 63. Points of Daily Work Management for Manufacturing 1. Production Planning and scheduling Production Planning(annual/quarter/mouth/week/day), Coordination for changes, Scheduling and arrangement of material/ process/procurement, Inventory management, Leveling operation loads, Minimize production loss/ material arrange loss, Take measures suited to the occasion (Accept order change, design change, process change) 2． Manufacturing ；management of manufacturing process Compliance Instruction of Production , Preparation & Settlements, Initial phase control, Daily report, Relieve shift, Shop meeting(Share information and solving problem) , Progress & overtime management, Alter/change management , Process Control, Management of abnormality and management by exceptions 3． Maintenance/ preventive maintenance Support Autonomous maintenance, Equipment maintenance(Repairs, TBM, CBM, PM, CM), Initial Phase management( Reduction of lead time, Vertical start-up), MP Information, Diagnosis and failure analysis Technology
- 64. Points of Daily Work Management for Development Challenge and devote to uncertainty of environment and technology： Do completely what should do for structural changes 1. Development program management：Supporting to Project Management Program and progress, Procure materials and equipment, Support and motivate members, Risk management, Communication and coordination of activities, PDCA, Plan of DR(Concept Design, General Planning, Detail Planning, Trial evaluation ) 2． Design & Development Function/ Structure & Reliability, Learning, Implement DR, Verification & Validation, Define and confirm requirement of specification, Visualization of thinking, Clarify intention and Consistent between concept- specification-drawing, Correspond to results of DR; Correction and Alter Management, One point coaching, Good use of ICT, Enhancement evaluation technology 3． Experiments and trial manufacturing & testing Experiment（Virtual/Simulation, Real）, Prepare/Implement/ Examine of Experiments, Trial manufacturing, Test and Establish test codes, Accumulate and Use of Know-how/Know-why and technology, Applicate statistical method(DOE, Reliability etc. )
- 65. Points od Daily Work Management for Procurement Roles of Procurement for QCDS are very important/ Daily Work Management with Business System Flow 1. Ordering Sales contract, Assurance of Delivery and Quality, Prepare order sheet and order based on inner customer request, Follow of order and confirmation of delivery, Prevent of delay, Alter and cancel an order, Handling claims and defect, Correspond to design change, Traces, First in first out, Inventory management 2． Receiving after Inspection/ Incoming goods check Incoming good check and debt, Equipment/devices/die/jig, MP design and FMEA, Establishment and operation of assurance purchase system for material/equipment, Prevention of mistake , management by exception, Prevent of trouble of Incoming equipment and die 3． Support to suppliers ; Improving capability of suppliers, Define purchase requirement, Evaluate and select suppliers, Technology support, Design in, Cooperate technology development, Support of personnel development and quality management, VA/VE 65
- 66. Points of Daily Work Management for Administration / Head Office 1. Accounting / Financial administration Financial accounting, Budget control, Costing, Correct and right processing without error/omission/mistake, Internal Control（transparent, relevancy, compliance）, prepare and analyze financial statement and analyze, Speed up accounting and preparing reports , Project planning & evaluation, Reducing and checking losses, Cash flow management and management of funds 2． Education & Training Human resource development, Proactive education & training to adapt business environmental change, Organize consistent curriculum, Prepare effective education & training, Implementation and evaluation/follow up, JIT of education for problem solving, Conduct and support behavioral changes 3． General affairs / Legal & Documents Leveling of operation by standards and multi-skilling, Promotion of effective cooperation, Document keeping and looking, Building and operation of business system flows, Failing system and active use of information, Maintenance of history record and latest edition and effective period keeping, Active use IT & groupware 66
- 67. Points of Daily Work Management for Cross functional Element management 1. Quality Management Construct and operate quality management system, Appropriate correspondence for claims/complaints，Establish Condition and activities for prevention of defects, Communication and coordination of relevant people, Self process completion, Change and alter management 2． Cost Management & Profit Management Increase values of each operation, Less non added value operation, Identify loss and prepare of loss-cost matrix, Reduction of opportunity loss, Evaluate variable element for investment, Cost planning and control, Costing 3． Delivery Management / Time management Delivery compliance and reduce lead time, Multi-skilling/ leveling/ coordination of load and delivery, synchronizing, Concurrent engineering, Reduction of development lead time, Vertical start-up, Frond loading 4． Personnel Management / Human Resource Management Enhancement of skill, Motivation, Organization culture, Employee Satisfaction, Empowerment and autonomy. Education and Training, Job rotation/Job Enrichment/ Job Enlargement, Personnel Management 5． Safety Management Zero accident/incident/ disaster, 5S, Visualization, Eradicate unsafe action and unsafe condition, Pokayoke and Fail safe, Safety training/patrol, KYT
- 68. Points of Implementation for the Effective Daily Work Management 1. Adhesion and Continuation Make to redefine and to evolve continuously “What must do ”, and then “ Do completely and persistently “ Business environment that undermine the adhesive strength of the site (Gemba) ① Exhaustion of the site by the restructuring: Efficiency Supremacy Principle ② Increase of non-regular employees: Instability and diversification of employment ③ Outsourcing development: Improvement the business quality, kaizen is difficult ④ Skills and knowledge transfer discontinuity: lack of core competence, Cavitation ⑤ The introduction of merit: promotion of short-term orientation, Dilution of a sense of solidarity ⑥ Progress of IT adoption: the weakening of sites and actual principle, interpretation capabilities and convincing weakening ⑦ The lack of pride: The lack of self-esteem, Self-esteem, Sense of ownership 68
- 69. Continuity due to improper management and Lack consistency Activity ① Lack of purpose syndrome; Course activities without a philosophy, vision and strategy ② Thoughts avoidance syndrome ； Jump into uncritical thing ③ Across the board deployment syndrome; Pressing the lots of requirements on the site ④ Burnout syndrome; With the idea motion deployment burnout the Stagnation and Downturn ⑤ Mere facade syndrome; System maintenance and targets lacking the concrete measures and activities deployment Value the basic, flexible to changes in environment and boldly challenge to the possibility Consistently and Continuously enforce the Idea, and display the Organizational capability and strength in the Vision Believe in the potential of the front line people , and improve sustainably the psychological energy System which have the research dynamism function of nervousness and sense of accomplishment 69
- 70. 2．Autonomy and Vitality Daily work has been comparatively structured, but the front line people situation assessment and support dependent parts will remain Do not lose sight on sense of mission and purpose, have a sense of responsibility and pride in a sense of ownership, "Exactly do the thing to do" in particular a sense of accomplishment It is essential to trust the front line people and trust the work place relationship Carried out the daily work by voluntary and autonomously based on the mission and purpose, expected effect, code of conduct, empowerment, public information, improvement activities etc., Respect for the individual, personality and characteristics, Tolerance of failure and Learning from failure, Implementation of the necessary education and training, System of Reporting and communication and consultation, Approval and incentives etc., Environmental maintenance support activities that autonomy, spontaneity, autonomy can be exhibited 70