Indra’s Drishtikona (Viewpoint)

Manufacturing Sector- Back to basics-VI

Posted : July 22, 2004 at 9:16 pm [IST]

Some Japanese principles for Operation Management

Genchi genbutsu
” Solve problems and improve processes by going to the source and personally observing and verifying data rather than theorizing on the basis of what other people or the computer screen tell you.
” Think and speak based on personally verified data
” Even high level managers and executives should go and see things for themselves, so they will have more than a superficial understanding of the situation.

Nemawashi
” Do not pick a single direction and go down that one path until you have thoroughly considered alternatives. When you have picked, move quickly but cautiously down the path.
” Nemawashi is the process of discussing problems and potential solutions with all of those affected, to collect their ideas and et agreement on a path forward. This consensus process, though time-consuming, helps broaden the search for solutions, and once a decision is made, the stage is set for rapid implementation.

Kaizen
” Once you have established a stable process, use continuous improvement tools to determine the root cause of inefficiencies and apply effective countermeasures.
” Design processes that require almost no inventory. This will make wasted time and resources visible for all to see. Once waste is exposed, have employees use a continuous improvement process (kaizen) to eliminate it.
” Protect the organizational knowledge base by developing stable personnel, slow promotion, and very careful succession systems.
                                                                                                                                                      From ‘The Toyota Way‘

Genchi genbutsu: As I worked mostly for manufacturing company, I used to spend a lot of time on shop-floor. I found it satisfying too. As a routine, I took a round of the whole area that used to be under me. I used to talk with supervisors as well as workmen. I also even observed myself the bottlenecks that was communicated to me during meeting. Once in a meeting on capacity of the manufacturing line, the manager told me- “Machine A is a bottleneck machine. We can’t cross 50 parts per shift.” We then were trying to reach 200 parts per day. On my round I stood and just noted the time taken in completion of one cycle. I was surprised. The workman was hardly taking 1 minute. With all allowances granted to the workman, it was very much possible to reach the target. The manager came to know about my visit. Next day the manager came on his own and said that he was wrong. There were many instances in my professional career where my first hand information solved the problem. I recommend every executive to spend some good time at the worksite and with people. It boosts the morale of the subordinates as well as it helps in achieving even targets higher than on can think of.

- Indra

Category: Manufacturing |