(1) April 1996

CZ) Oct 2006
(3) Oct 2007
Readlng Matenal 〟 10-C

Table of Contents
蕊.Ii･il, PROLO GUE
遠雷選二軍<ンタ-ナシ雪サ′ノ

Chapter 1 WIIAT IS KAIZEN?

1_1 EAIZEN IS CONTINUOtJS IMPROVEMENT
KAIZEN THINKING 1-2  DON'T IIESITATE, JtJST DO IT NOW !!

& 1-3  ⅨAIZEN, GEMBA, ANDTECHNOLOGIES

l) Two KiJlds of TedlnOlogies
GEMBA TECHNOLOGY 2) Peoples'Power
3) Monozukuri Spirit---In Pursuit of the World Class Products
4) Gemba Is a Cradle of Technology

- A guide book of advanced plant management

Chapter 2 KAIZEN --- A NEW MANAGEMENT

& practicalshop一皿oor technologies - 2_1 KAlZEN IS AN ADVANCED MAGEMENT SYSTEM 10

l) Serapping "Division of Labor"
2) tJnderstanding of Workers'Power
3) IJ1-HouseTraining for Multi-Skills
4) Gemba is the Very Place Where Ⅵ1ue is Created

2-2  VVIIAT ARE MANAGEMENTIS ROLES? 14

1) Empowerment
2) Management CoJnmitnent
3) Target-Setting for Improvement

2 -3  0ⅥrNERSIIIP

l) A Comfortable Place to Work -- There is no PlaceLike IIome

2) Equipment and Layout Made by Workers
214  Ⅳ■AN CAN WORK ONl,Y WIIEN RECOGNIZED

Chapter 3 GEMIiA TECHNOl,OGY

3-1  GO TO GEMBA

l) Cataloglle Engineering and Gemba Techologies

2) Lean ProdtLCtion System
3) One Piece Flow Line
4) Multi SkiuTraining and Ceu Production SysteJn
3_2  MtTDA 21

Shuichi (Sydney) Yoshida 1) Seven Kinds ofMtlda

2) Kaizen Blitz
G T R InStitute (樵)現場工学研究所
3_3  BENCII_MARKING IN SEARCEl FOR TIIE BEST PRACTICE 22

1) Two Kinds of Bench-Marking Approaches

1 2
 2) In Search for the Best Manufacturing Practice
3-4  LCA.
1) LCA is `` Do It Yourselfn
2) LCA has a Lot of Applications
3) Kaizen IIaA一一一11LCA Making Workshop
Chapter 4 CONTEMPORARY TRENDS OF KAIZEN PROGRAMS
4-1  ⅨAIZEN IS STILL TIIE FOUNDATION OF IMPROVEMENT  27
412  NEW PROI)UCTION SYSTEMS INITIATEI) BY U.S.A.     28
Appendix #1. TOOLBOX OF GEMBATECH 皮 KAIZEN MGT     30
EPILO GUE
PROIJO GE
Today, the System and institution are delayed failing to meet the changing speed of society.
Alvin & Heide Tofner wrote about these un-matching speeds of change intheir recent book
"Revolutionary Wealth" as follows.
25
On a highway cars of entirely different speeds are running :
CaLY afLZ2aZ･ket at look?A, CBZT Ofpeoples'bebalq'w at CDkph, a7Z:S Of出血血Zg
aDd α)mpaDY aTgaDL'zatL'oB at 30LpL, aEY OfcILlttLLで丘かd Jbabbl't ai lOhpL and
cam aflaws aDdn?gzLlatl'oDS at軸.
Take the production system for example,the moving conveyor system which was introduced
in 1920's by Ford Motor is still t,oday's standard production System foralmost all kinds of
assembly operations around the world･ The physically moving conveyor was not the only
reason why this conventional production system was believed most efficlent and productive.
More important iS tO break-down the whole job into many Simple pieces of operations andjo
give each operator one of these pieces of operations. ThlS Process Of subdividing job is calledin
general "Dmsion of Labor".
Anun8killed forelgn WOrkerfrom East European countnes IS trained ln a Simple pleCe Of
operationSfor one day pnor to working ln a COnVeyOr line next day. Actually Adam Smith
discovered tllat "DIVision of Labor" is productive and efficient. He published the discovery in
his famous book ''The Wealt.h of Nat,ion" in 1776.
F. W. Tayl｡r, the fLrSt indust,y ｡｡｡Sulta｡t, diss盈ihnJ^at｡d the ,rinci｡1｡ ｡f the DlviSl｡n ｡f Labor.
Productivlty improvement by I)ivisl0n Of Labor is very effective as long as you mantdacture
Standard products･ But when you are to manufacture diversified product lines, the production
efficiency is weakened･ When customers becaJne interested in Ron-Standard goods,
manufactures had to find new production methods. One of the most promislnganSWerS Was
･l_ ･▼叫I
the lot prodllCtion system in which a batch of the Same model products is pllt ln production only
after the another batch production lS finished. Why was the lot production system adopted
asthe world standard norm? There was no better system than this system.
The lot production system has two senous hldden disadvantages. FlrSt in manualassembly
operations, the operator is easily confused when he is to assemble different models each time.
Second ln maChining operations, production lS interrupted by change-over time of machines.I
血とI.,,Llよこ∩ふれLiJL
:ro.dduecetpl.annSdysstyeS::a,tei…aa,ndaeldySaiss.hhaeSdne;fta慧:tannaddaerdab.憲･a!bOfg慧慧stem - The lot
The lot productlOn System has two actual problems. The first problem lSthe increa辞d WIP
(Works-in-process) and excessive Inventory Causing highcost. The second problem is that
operators are not Capable enoughto meet various types of models causing many rejects and
unstable productlOn･ US and European manllfactunng companleS, Which were lacking of
systematlC training for operators, suffered more than Japanese counterparts from the lot
production system. The only way to cope with varietyof manual operatlOnS WaSfurtller tO
subdlVlde the job bllt it resulted in much higher cost. According tO "Come Back''by Paul
Ingressia and Joseph B･ White, at Freemont Plant, GM had kept 82 different job classificatlOnS
4
 cHAmER 1 WHAT IS EAⅨEN?
befo,e the sta,t of GM-Toyota joint venture. Toyota cut them to 3 job classifications like Toyota

plants in Japan
Today many peopleknOw the Japanese word Kiizen and some of them can go even ftrrther to
Just in tine (LIT) production system was Invented and lmPlenented by Japanese industry

around 1970,S-1980,s after many trialand error industrial attempts to achieve h瑠h productivlty
quote some technicalterms to explain what KalzeD isI However, very limited number ofpeople
are implementing Kaizen successfully.Why some people feel afraid of doing Kaizen? You are
while meetlngthe new customers, demand of varied products･ JIT productlOn System Was
n.t confident about KalZen unless you have enoughactualexperience, because KalZen is not a
made practicalth,oughcontlnuOuS effort of elinlnating Muda ･ Toyota has been calledthe
deductivetheory, but an inductlVe aCtlOn-based way ofthlnklng･ In some companies
leader of JIT production system and Kaizen activities among other Japanese manufacturing
improvement activities lose its lmitialmomentum and excitement tO dle aWay･ This i8 not true
COmpanleS･
Kaizen. People often look for a quick fix by thelr ･professional'peoplewithout involving the
JIT production system is not the established丘Ⅹed norm of production･ It is being renovated
rank and file people who have more worklngwisdom than the professionalper80nnel･
though evolutionalprocess of Kaizen activltleSI The operators of today are quite different
from Europeanmigratlng WOrkers in I)etroit 100 years ago･ They are willing to learn new
1-1 EAlZEN IS COⅣmNUOUS IMPROVEMENT ,1
skill8 and technologies to expand the scope of job and to challenge to more compllCated
The Japanese word KalzeD means Slmply lJnprOVement Of quality and production efficiency･
assignments.What we need to do today iS tO give them more chances of worklng in expanded
responsible areas･ ThlS guide book is an lntrOductlOn tO Kaizen and new productions SyStemS･
叫 釘杯Tﾔ$ ﾔd 5U2 $ 5H ﾅGFﾈuD腟比r

威翫HZE?

∵′ [頑 ∠濃二三二ゝ｢一.空へ加.敷¶_.甥【1.､,i,堤"､.= 湯 薀泌T U4Tﾆ鑾d GD 蔬dﾗD､D d ﾅTRﾔ DD比r

C.釜山慧東≡ほmqJwよ空し芯≡≡三
十十

The Japanese use the word jab-zen in many daily conversationsI The verb " hL'zeD-8ZZTU"
means tO improve･ Whenthey say "Kaizen-suru", they mean to improve it rlght away･
But when the word is used in Industry, KalZen lS defined as the continuous lmpT0-melt by

involvlngal1 people to eliminate Muda･ There arethree components ln Kaizen : Co血us,

lnVOIvenent and Muda

lt isalSo interesting to note that the Japanese use this llne Ofthinking whenthey adopt new
ldeafrom other countries. They do not show any NIH (坐Otlnvented宣ere) syndrome against

forelgn Cultures or systems, but accept themfir8t and they Improve Onthem gradually step by
step.

Continuation i8 Power

'1 Vmat does quality means?

A Canad皿n OplnlOn SurVey且rm once reported

To the French quality means elegance,

Tb tlle German lt means englneerlng excellence,
To theAmerlCan lt means that any way lt Works,
Tb the Japanese lt means Pursuit Ofcont.nuous Improvements

6
Yozt皿由かaBk if them L'8 aDy軸betweeD the lettez･ ofAn血AEkizeLZ aZ2d地at of letter (KanJi)

勉IBztddh'SR2. 7丑e aDBWer LB yes. ActzLal;U; the letteT afiZbD izLAhizeD llB Spelt diqeTeD砂By)RZ
tiL. LLi
that af ZeD血ZeD-BuddbL'sRZ.乃e le物ZeDIBuddbL'eLZ2, 1'e denlvBd BvRZ the SBLZEhT't Naturally, this process of丘ne一血g takes a

〝伽Da", RZeaDiz2g SiZeDt thl',7kl'ng oT RZedi由tlloD tbL10ZLgb TWb'ch you Lm've at Zen Ot the
触-わ慧笈U品凝,, long tlme. P由ienee a止itttentiDn tO details

gw血eee. Eァ地e waJ; the concept OfKalzeD l'C Dew aDd的to B208t Olyou.
ア1よさ-職安-.轟-義 are two important components to emulate

イ阜ij--静子以Jv5-い forelgn Systems.

NIHSYNDROME From psychologicalviewpoint, people can

choose one of the th芋ee- types Of attittldes

ウ弓㍍盲-管掌-守-ラ
エモ小一一一一一一一一一魯文-名-え The other important characteristic of
(NotⅠnVentedHere)
一丁十-軒十一才トjJ. KalZen lS a prompt action that you are
1)THAT'SNOTOURWAY. when they are to face a completely new

2)TIIEIRCtJLmⅠSSPECIAL. foreign system ( or culture) requlred to take in the 丘rst place. By

Type A ---TotalreJeCtion trainlng, a manager does not take any

3)WEDⅠDNOTL且ARNTHATVVAY.
Type B ---Uncondltionallnltat10n immediate action. He hesitates to do so.
4)WEVETRIED,BUTH-
5)WEAREDOⅠNGⅠTALMY. Type C ----Emulat10n a洗er mOdlfllCatlOn so because he needs detailed data beforehand. He ouly takes action when hefeels comfortable
､仏.良.-L
LLJ tr召人し
withthe prell皿Inary investigation and analysis which ensures him against any POSSible

If you are overly confident about your past success or are excessIVely biased by ethnocentrism, mistake hemight make in doing lt. He takes so mllCh time for thlS preparation that he may
you are likely to choose Type A. ∬ you choose Type B, you are prone to fail ln implementatlOn never takeany action. This is particularly true for a manager with many brilliant successes in

and to end-up with failures. Type C looks better than Type A or B, but there are two kinds 0f the pat;t, Or a manager WOrking for a bureaucratic corporat,ion. So I strongly reconnend :
approaches you can select. The丘rSt lS a eXCeSSlVely cautious way trying tO pick up workable Go to (お皿ba , Go for it, Goal110ut, and Do ltwith Can-Do-Spirit ; These are the spirit of

elements only from the new system ln the beginnlng. This approach is dangerous becausethey Kaizen.

are likely to overlook important elements. The second is to adoptalnost all elementS払r its 乃izw donotaha喝官/ We軸
first trial, and then select only sutable elements based upon actualtrlalS, and modifyon them me血t tTnlettem d鮎血a/
for better lmPlementation. The second approach is t,he best method that I recommend. ･･-Henry David Thoreau

5 Day Gemba Workshop IS recommended as the tnt,rOductory onentat10n Which should be A tradltional manager is so afraid of makingmistakes t,hat he lS prone tO avoid anyrisk.
carrled out under a proper guidance. The 5 Day Gemba Workshop lS SO POWerfulthat lt is A manager might then be afraid of sharlng lnformatlOn Or emPOWenng his people,払rthe蜘

called " KalZen Blitz" in the United States. being blamed forany possiblemistakes and the fear of losing his power.Why is he so afraid of
doing it? Because he is not certain of what his role is ln KalZen. A manager, as an individtlal,

1･2 DON'T HESITATE, JUST DO IT NOW! is very weak. He can not change anything Without support from hispeople. If a manager
Because of ltS SPeCialgeographicalrelationshlP tO the Eurasian Contlnent, Japan has fails to llnderStand the real power of hlS people to change current situations, he Shrinksfrom
selectlVely taken many new ideas from forelgn countries : For example, ZeAIBudはhis∼m, Tea doing it. The degree of your understanding about KalZen lS ln direct proportion to how actively

ceremony and the very unique writ,ing system. In more recent years, Just after World War II, you are Involved in KalZen.
Japan adopted a variety Of new management systems, ln particular,from the United States. 乃ose fP:bo eazl, do

乃oge TT功o LnZZ DOち由acb

Tlley are Quality Control (TQM), PM (Preventive Maintenance), OR (Operations Reserch) -HH.L. MeDkeD 's LBWB77RZ ibe Complete MzLPbys Law
Theory, MBO (Management By Objectives), TWI (Training Within lndllStneS), JIT ( Job
lnstructionTrainlng), JMT (Job MethodTraining), JRT (Job RelationsTrainlng), IE (Industnal Yoll S】10uld not expect lOO%perfect prlOr tO Startlng KalZen. Kaizen advocates such as Olmo

Engineering), Employee SllggeStion Scheme, and much more. The Japanese take the whole Taichi, JIT guruof Toyota Motor,always said that yoll Should start doing Xaizenwithヱ0%

ideas first and improve and refinethem sothat they can work well in Japanese environment. S=tlCPeSS fab and that 70% is far better than doing nothlng･ Kaizen can only be inplemented
The geo耶Phn:豆r heation･ of Japanese archipelago IS a_eparatedfrom the Eurasian Continent
successfullyunder the corporate culture of non-blaming a止二丑8由如Pve哩もal ppan争ge申Qd

by the sea. ThlS fact, llelps Japanese to be independent, : Avoiding excessive foreip1 influence
p嘩QSPphy whichallows (or even encourages) mlStakes. It is aもま皿anrOriented corporate

and control by shutting the doors any time to their discretion. It will be interestlng tO See how c血re that fosters Xaizen progTa皿S.

new simplified JapaneSealphabet system (Kana) was developed fromthe complicated Chinese
7 8
113 EAⅨEN, GEMBA, ANDTECHNOLOGIES
1) TWO EINDS OF TECHNOLOGIES
Kaizen involves not only managers and professionalspecialists butal80 Ordinary people, such
as foremen and rank andfi1e workers, aS well. In Kaizen projects, a且朗lplpyees are expected
to participate i皿COntinued improvement activities : elimination of MUDA (waste or no-Value) ,
and prt･blem-solving. Employees are required to be constantly educated and trained in new
teclmologies, skills, and metllOds.
Teclmology can be classified into 2 categories : Y-technology and X technology. The
Y-technology is a purely new technological breakthrough. It'S a quantum leap dlSCOVery. Jet
propulsion andthe semlCOnductor are good examples of the Y-technology. BasICally Y-technology
works on entirely different princlples from their predecessors : propellers and vacuum tubes.
The X･teclmology is, on the contrary, an applied technology in which a bulk of nitty-gritty
lmPrOVementS and practicalskills are developed to make good use ofY-technology in industry.
Thci X-teclmology can be conceived ln the braln Of an indivldualgenius while the X-teclmOlogies
are developed by many ordinary People lnCludlng WOrkers. The Y-teclmology Stays aS a
universalprinciple for a long time whllethe X-teclmology is constantly renewed and added. In
order to foster the X-technology, non-professional employees are encouraged to participate in the
process of improvement･ For this purpose, various employee Involvement programs of Kaizen,
such aS the Quality Circle, Employee Suggestion Scheme, and Cross Functional Teams, are used
in industry.
A威喝血8bp lutTmd,ぬ血bybzLZZdhPdpople,
ZB LZZaZt2 1zzZPObt and Tdztable
22zLZB
aEZe JbzzDLbd sipp血Ⅷ吐血血Eァa Eizzde.zzzaB_
uay we BeedDO bem!
- - -SIz uLch'YoBh'da
The Y-teclmology holds true as a theory, but lt is only good under certain condltionswithout
★2
disturbing "noises" or "lmpurltleS''. The X-technology is to keep these disturbances under
control when it is used. The X-technology lS COmpOSed of a variety of specific Sub-technologies.
In Japan various semlnarS and lectures in advanced technologleS and management skllls are
open to publlC.
2) PEOPLE'S POWER
Anthony Robbins, the author of " Unlimlted Power,''a US national bestseller some years ago,
tells us aboutthe i秘e of a m8由hgやroCe与S如-swcefiBLfLd behaviors. He is quoted as
saylng :
9 10
乃e WOL:1d'8 gZTateSt mOde18 ate JTapaDeSe. Wbat's be丘iTZd the dBZZEDg皿血cle ofLLe
eJTapaDeSe eCODOB2y? (i ls bLiLb'aDt l'nDO帽tloD? SoLEZZetiLZZeS, LoweI町; ifyDZL'll deck the
血dustm'd h'StoLy Oftbe past two decades, yOu'1[血d tLat職y lew of the LZZajoT Dew
tLiz7gP W te血olog7lcal advaDCeS beBRD it7 e7apaD. Tbe JTapaDeSe SL'mpIw tBhe L'deaB BBd
pzlDducts q-te血oloBy) that beeioe here (UjLA), zaLZghg aDyTVLezT LiuRZ CaL79 tO
seml'-CODdzLC吻aDd thvzLgL RZeb'czLlozLS LZZOdeEzzg (X･tecbL20loBy),地ey'Tle LTね血ed Lbe
beBt eleL22eDtS BDd l'RZPmVed oD the Test.
Anthony Robbins is t,elllng about the X-technology and Kaizen-process! Yes, he lSright in
many respects but not lOO%right,. He fails to clarifythe fact that you are not d姐e to prodne
any product without the X-teclmology. There are many examples to sllppOrt this fact :触,
engpes, Quartz watches, andLiquid crystal, Lester Thurrow, author of "Made in America
and "Zero SumSociety", emphasizes the lmpOrtanCe Of ProceSS Engineering as against Product
Engineering in his book, "Head to Head". He breaks down the X-technology lntO 2 kinds :
Product Engineering and Process Engineenng. Healso argues that, the Product Engineering
can easily copied by the Reverse Engineering method, but Pmcess Engineering is djfa_cAt= to
eopy because it Involves numerous detallsand specific skills.
He concludes that US has lost it,S compet,1tive
power to Japan because US was weak ln Process
Engineering. Kaizen helps to develop Process
Engineering.
The real teclmOloglCal lnPaCt On COmPetitive power is expressed by the area of X-technology
times Y-technology, Today many successful US and European companies are taking up Kaizen
management philosophy to sharpen their technology-edge against competltOrS in the world
market.
AtteBb'oLZかde血H ･････ ABO血eT iEZZPOLiaDt AepTFOLd daLZZ
★2
In Japan, new technologlCaland management lnfoI･matlOn lS mllCh more wldely shared by vanous media than any other
countrleS Even daily nat10nal newspapers (sucll aS Nikkel) carry articles of new teclmologlCallmprOVement While
nu皿erOuB educatlOnal TV programs feature speclallndustrlaland technical toplCS tO the Japanese publlC m general
 3) MONOZUKURI-SPIRIT一一一In Pursuit of the World Class ProdllCtS 4) GEMBA ISA CRAI)LE OF TECHNOLOGY
MoDOZukzzm' (あの-ブ<ク) is literally translated to I)edication to Manufacturing Or GeRZba (現場) lS aJapanese word meaning "Actual 銚

Manufactunng Spirit. Place''. If yo†l are far away from Gemba, yo†l are  "e

not sure about any thing. In KalZen, Gemba is the

It is the MoDOZukzLn'spirit that has driven the Japanese tQPerfeet皿antdacturing processes, most, Important place we should visit because act,ual

蜘ementS, t9pg_akep_them the world class. The followings are some few problems are happenlng there in Gemba. Like an   着盲

examples of products, which are made world de-facto standards throughMonozukurl spirit. experienced detective, We mllSt gO 也 Gemba to get a

Japane is the country ofShoktLnln (C血且皿-Ship) who nevergives upperfecting skins. clue to problems. In Gemba, you can see, touch,

Tわday, many Shokunln-employees are worklng ln manufacturing COmpanleS tO develop new smell, llear Or t,aSte t,he problem whlCh can be called
-:I

prodllCtS Such as below. QllartS Watch movements, Silicon wafers (80% world market share), Gembutsu (現物-Realthings). That's the reason

CNC (Computer Numencal Controlled) macllines, LCD (Liquld Crystal display), TV game why Gemba lS Calledthe卵ld･mine.

players, 8mm VCRs, Car navlgation system, YKK fasteners, BICyde component parts by
Shimano (80% world market share). These de-facto prodllCtS are made possible in an

uninterrupted Search for the best process technologies (Ⅹ-technology). CHAPTER 2 EAIZEN -- A NEW MAmGEMENT

Are tlleSe Products made posslble by Y-technologies Only? The answer 18 absolutely No. In order to sllCCeed in implementing Kaizen, you have to change the way of dealing with

They are able to capture the world market onlythroughMomozzLkzLrT' skill orthe best Process people :地pbyees, customers, subcontractors, stockholders, a皿dthe localcDmmll血ties. Yoll

Englneerlng tO arrive at the world class competltlVe performance in Q,C,D, (Quality, Cost, should treat them as your Important P匙血nerS and sl追k_eholders.

Delivery)

The fastener shown left is another de-facto product which Another blg CharacteristlC Of KalZen-based management system 18 the lonrtemvision and
lS ln llSe WOrld-wide today. This product was developed by a process-oriented management a8 0PPOSed to short-term and resultl0riented tactics. A

small Japanese company, "Nifco". Nifco 18 Very active ln Kaizen-based management System emphaSlZeS Gemba, as well as, neverending process
employee suggestlOn System from whlCh many new unlqlle Improvement, ratherthan the bottom end resultJf you are to improve the process, then positive

products come Ollt. MoDOZukzLtT'is dincdt丘ばCOmPe土止ors to results will follow, not vice versa. The Kaizen-based culture is a " step by step''車中PrOVement

copy. MoDOZZLkzLZ･I is taken up in Japan ln Sharp contract which is based upon the patlent and non-blaming corporate culture and environment,.

with the money一making pract,ice byfinanclal transaction

which common in today'SgloballZation. 2･1 EAⅨEN IS AN ADVANCED MANAGEMENT SYSTEM * --It i8 matChingwith

One of the classic examples is the development ofportable calculators. As the result of 20 the time

yearsllong of severe battles involving more than 30 Japanese makers in the 1970's through 1) SCRAPPING "DmSION OF I.ABOR"
1980'S, two companies, Sharp aJld Casmo, Survived to dominatethe world market. No one Adam Smith dlSCOVeredthat "DIVISIOn Of Labor" is very productive when unskilled workers
could compete wlth them because of thelr Process Engineering. The unit price was dropped are used in prod品10n Today, people are more educated and potentially Capable than before.

from ¥100,000 in 1966 to ¥500 1n 1989 as shown below_ Any employee lS COnSC10uSly interested in getting Involved ln more Varied rBngeS Qf job
Gob-e且largement)and ln more SpeCia112ied profe88ionalfields (Job-enrichment).

Today, employees feel satis丘ed when they are involved ln more diversified jobs. People are

lookingforward to expanding their ability, Whatever position they are in.

Traditionally, employees, in particularfirstl1ine workers, are not expected to participate ln

The Hi Tbch of Japanese Industry lS belng Supported by nl皿erOuS Small hctoneS : So-Called ChuSho ElgyOu improvement activities because of the strictly de丘ned job demarcation ; The lines drawn

(sman-sIZe COmpanleS). The Otah･Eu of lbkyo and HlgaShl･Osaka Clty are mOSt払mous for good
between differentjobs. Employees are forbidden to cross the lines to work as a team.
craRsmanshlP. A series OfTV program " Prqect X"featunng such new products attracts the nation-wide
Interest in Japazl.
Adam Snlth publlSlled hlS払mousbook " The Wealth of NatlOnB" ln 1776 m whldl the DIV1810n OfLabor was illustrated as

the most efBclent Way Of manu血cturlng

ll 12
 This traditional work system which Frederic W. Taylor established in 1920's has beenwidely This explaln how capable the first line workers are. Yes, it is true that employee participation

used as the globalstandard in USA, Europe, and other parts ofworld･ The Taylor System was makes a great difference inthe longrun to improve the overall management performance.
also a model ln Japanese industry for a few years since WW2. In the Taylor System, people are
" a血mized''and "alienated", and are not treated. as human being but as component parts of the
3) IN HOUSE TRAINING FOR MULTIISKIIJIJS

organiziation called `` a small cog of a large wheel". At KatszLyaLZZa伽5c c0., a 700 employees staJaZPmg α)RZPaDy lw NL'SSBD Motor izZ the

KyusLu ZsIMd ofeTapaD, 12 woz:kezTS Were Selected I'D 1985 hoRZ PmdzzctloD Ez]es. 7丑e

I柁eD GM開8 mDDmg the plant,伽emazzt Plant TnLkers had been ClaSSiGed I'DtO 5g 6-R20Dth L'D-houSe血teDBITle如1'mDg Was de吻ed to tmlD these TWOLE滋ez:s iz7 RZeeLaLZl'd /

hozzLIyjob claSSiGaztl'oDS. IZ)yota Stepped to lumZ a joL'nt veDtZLTe Project -'tb GM Bt the electmnz'c eDgmeem2g, mbotlcs, plus Kal'ZCD-R2aLZagemeDt BDd (おRZba tecLDOlog7'eS, GO地ey

caD desL'gn and assemble B血紳-tech mbobc血es Ly themeelTleS. Today those eg･woq:kezT
plaDt. nyOtB D2aLZageRZeDt tedzzced地e DZLalber of job clasBiGcatloDS tO 3 80 that the

AJzzen'caD employees Could woz･k a a wl'deT m聯Ofjob at地at tizzze･ --- For more ale deBl'822mg and asseLZZbEHg 8110 modules a yeBL･ OfDODl0PemtOZ, Spot Weldiz7g血es TYb'C丘

information, see " Come back" by PaulIngTaSSia & Joseph B. White (ISBN 01684180437-9) nLZ2 24 LozLm a day m'thout stopping. RTatszzyaRZa PTeSS血3 1'iZieB51'搾血-AvzzSe Skiug

tLTBialDglw woLieTS OD a CODtiT2UOUS basl'S･

Actual1y, the Japanese soon found that the Taylor System dld not work well at ail ln Japanese
industryand decided to replace it with a new system. The Taylor System does not work well Katsuyana Press IS not an exception in Japan. Many Japanese managers are making

partlCularly ln Case Of non一皿aSS Production. As they tried to transfer from the traditlOnal
maxinuzn llSe Of workers'potentials by tz･aining employees in-house･ ThlS type Of ln･houSe

American work-structure to a more nexlble work system, they used various management training and education enables employees to cope wlth new technologicalchanges.

theories and *tRools to support thelr Changeor :Among others, A,H. Maslow･s theory of 5 levels of When the Japanese auto
needs, D. McGregor's X-Ytheones, Human Relation Theory by Challles H･ Mayo･ In order to industry started using +L､tー1

誘惑袈smTRAmGCOUSES
design a new work system Of multi-skill operation, new human relatlOnS are sought after robotics around early tile

1970'S, production workers [喜ヨ[喜ヨ[空]ヒ聖二]

2) UNDERSTANDING OF WORKERS'POWER were trained to program比e

ZD late l卿もW丘eD I beg27LZ OZgaBL'zizZg qC robotics by themselves.

dmles at Nl'sSaD Mo血昭Z Lad to cope wz'tL On the country in the US

soLZZe Sen'ozzs pzlDbleRZ.g beaQZLSe Plant auto lndustry, robot,ics are

RZaDageLZ2eDi people did DOE beEevle that the still programmed only by

pmdzzct1-oB WOLhem wem capable eDOUglz of professional people, not by

soll血g pz10bleRZB勿′ tbeRZSelvleS. T2tey dt'd workers.

DOE thE'iZk t丘at woLkeTS Were iz7teZeBted LID Such

actl'vitl'eS. 72Ze woL･kers were LTg2ZZded as

〟LaDdS", DOE aS a l2)mL'D", tbemfozle they were We wュll dlSCuSS ln more detail the multl-Skill tralJllng ln Chapter 3-1-4)

DOi tTBiLZed ⅣeH.

Ill 197:4, wLeD I was a RZaDZLfBetZHmg LZZ且ロ&geTlur a passe堺･ CBZ･ aSSeRZblyplaLZt at NbSaD, iD 4) GEMBA IS THE VERY PLACE WHERE VALUE IS CREATED

BZy depaziRZent them wem 50 qC CiEdeS Wl'th 850 PLlDdzLCtL'oLU WOZ･kezy p軸tizzg･ Wh'cb Gemba (shop floor) lS One Of the most frequently spoken words by production people in Japan.

coR2Pleted 198 pt10jects izZ鮎e RZaD地S. I showed these Pmjects to my 6 SZIPen'nteDdeDtS, 3e The Nikkel BuslneSS, a Very popular business magazine in Japan, often features articles about

foTemeD ,'A軸how RZaByPmjects (pmblems) tLey血e w血advBDCe. the importance of Gemba. Japanese managers are always reminded to return to Genba
JVatzLLla1ry地ey ewe RZe dWezeDt DZLZZZbeTS･ Ho.n-,BぢaS a gVUP,地e SUPeL,inteDdeDtS.nLT whenever they are to solve problems. GeRZba (現場) is the place where actualbu8inesS

awue of 7% oFtLe pmbleRZB, WMe血e luTemeD -CDgZZIzed 7:9%･乃e RZaDageB組at was LZZe, operations are being performed. The word ``aLZZ7ba" means actualplace, not metaphysical
血ew oDIy 4%, W7,at wBS血tezTetlDg WaS地at Dane Oftbese people solvled the pmbleRZC, )'t was place. The Gemba can bethe aSSembly line, or at a service company, the Gemba is where
tbe丘Ⅳt血e woLkezs who solTやd thepyobleRZB/ employees interact With cuStOmerS･ The boardroom is most detached from Gemba.
*5 5 levels of needs PhyslOloglCal need, SaBety･sectnty, Love and Sense of belonglng'Esteemand Self-respect and

Selractual柑atlOn      1 3 14
 In the preSidentialdiagnosis, one of the major events 0f Hoshin Kamiorthe Policy 2･2 WHAT ARE MAJOR ROLES OF TOP AhNAGEMENT?
Deployment Management of TQM program, the president goes down to Gemba to take a direct
1) EMPOWERMENT   瑞軒主
look at operations
Aswe discussed earlier, in the conventionalmanagement System, WOrker&&-re b work ejl批tly

aB they are i皿StmCted in narrowly dassified Job areas･ Str上et COntrOl and supervision are
乃e血管t止血g.押Zl血搾b doig Gbお勉b9
------TEL'ch'OAL20, mT GzLm necessary to ensure that workers adhere to the established standards･

血1992, ZhappeBed to meet a WOL,kez･ at a Bn'dBL autoB20tlye caD2POBeDt RZaLZZdactuLiDg

In Japan, univer81ty graduate engineers are required to workwithworkers on the shop floor
coLZZZPaDJ= He血dbeeD doL･Dg the eBLZ2e Siazple ope用tloD血･ 14yeazT! ZwBe Blocked. Zt
f.r some months prlOr tO the official assignment for specific job as englneerS Or Other
l's BIzzzoSt iTZ7POSSl'ble to血A ofthL's e]'tzLatl'oD L'D JapBLZ･ A`地to h'RZ,ムe had azZCe
profeSSionalS･ This introdllCtOry Gemba experience program, which lasts 3 month to 2 years, is
a part of employee life-long training progTam･ During this training program, new employees pTOPOSedわtAe RZBDageRZeDt aD l'dea that cozlld L'DZPmVe hL'S aSSelZZb/y opeTBtl'oD･ bzLt jt

waS Zejected.
are exposed to realproduction situations and come toknow how lmPOrtant it is to work in
Gemba.
In order to destroy the convent10nalmanagement system, there are at least two thingsthat
management should keep ln mInd･ First lS tO empower the employees : Giv血g- naxin-un-
Mr. Kaizen '6
delegation of pwer to workers so that they can participate ln Problem-SOlving activities･
此: ToRZOZO.Kobata, (omez･ PTeSl'deLZi ofKyuGiZD DeDki; a beDCb-RZa血g KLZl'zeD α)LZZPBDy LZZ

Japaz2, abolt･sLed his fazZCyPmeL'deDt's I,mCe ▼柏eD Le TnSPrORZOted as the pzleBldent血1985･

second is to train employees lnwider range of job classificatlOn SO thatthey are able to identi&
and solve problems.
He then decl･ded to RZOVe h･s desk to the Shop Goat Dear the pIB血g SLbop･ At that tlBZe, the

phtiDg ELop was the RZaJOT PZVbleBZ aLTa･ He wanted to see probleLZZS Cleaz･Iy oD the spot while
be was Sl･ttiz2g there.物e wrho '7'st'tedhI'LZ2血d to Bee the GeLZZba oltheplat,'DgBhop･ He
2) MANAGEMENT COMMITMENT

eTleD Cleaned h･8 WOZ･k place by Aiz22Beuluz, &S RZOVemeDt･ ZD One yeaE the whole pIBDt aLld
DOUBLE RESPONSIBILITIES
once becaLZZe LrePOtless" cleaLZI - CorLn●Ctjng pirl Prlr-CIple by R･ Lickert一

-1いヽ･･ ._､ l

wz･tLozLt eXCePtl･on, thezT )･s ceziainly such a LZZaD Eke h･ Kobata iz7 good beneLlzzaL･h'ng
/,<
COmPaDJ:
∠省一--一一-二二惑､ 触均か
∫㌔

ヂ｣熱5-桑←透
/i-∼

*6 Refer to the Readlng Matenal #6 Wr KalZen"

15
 Heze l's aD izZteTeBtiDg StOV about a亡Tapaz2eSe ･ZZZaDager･ 2-3 0WNERSHIP

He was a.5;SLiZZed to WOL:i aB tLepLTSl'deDtiLZ b'S neWPlaDtiTZ eaZIy 1980'S iD地e USA. He I) A CONFORTABLE PIACE TO WORK--一一27zere 1-3 mOPlace Eke Lone

waDおd h'8 ALZZen'eaD eBZPloyeeSわkeep the woz･b place clean all the titz2e, be h2ZZIy The work place is not considered to be a pleasant place by many people. Ⅰ8 this concept

beEe搾d that th-s J's tLe丘写t Step OfKiizleB, He deLZ220DeLzlated A血SeH to the eRZPloyeee universally accepted world-wide? There is at least

Low to deBB組e且aop-EooL･ LIY CleanizZg Ll'8 Once eVBV RZOmizZg and plch'Dg ZIP mbbjsh, one country which does not accept this idea ''Japan is

tmsb, and gazTbage BDm地e Bbop-Eon wbeBeVel he lozLDd l't- CoDtTBjy tO h'3 egpeCtBtlon, the country. Most, Japanese managers and

h'e ARZen'CazZ SeCmtaLY took legaI etepB BgaiTZSt JbL'DZ that LeT 12eW eTapaDeSe boss Is gettl'Dg employees believethat the workplace should be made
aB ZLDjzLS血blyh'g:iz Salaゥ′lut such a bT'vT'81job. a comfortable and pleasing place like their home.

Today, when youvisit Japanese plants, you will see at

This story illustrates how difGcult lt is to changethe corporate culture. However difficult lt the corner of the shop-floor, many meeting places
may be, it is management, not employees, that can change the corporate culture in the first designed and built by workers themselves. This is one

place. of the 5S activities.

3) TAR_GET-SETTING FOR IMPROVEMENT Ownership plays an important role to make employees feel their work place comfortable and

A coznpany without target is like a wrecked ship driftlngwith the current･ A good company fhendly. As many BehavioralSclenCe experiments explain that the more pleasant and

is keeping ltS good corporate philosophy and long-term improveJnent targets generation after c｡mf.rtable the wWk place is, the highe, pr｡ductivIS8 is. Today, many f.reign p｡｡plevisitlng
generation. It is the responsibility of top management to dissemmate the company's pollCies Japanese factones are surprised to丘nd cozyresting places, built by the workers, on the

and improvement, targets to all employees. shop-floor. The work place looks morelike the home of the workers. Workers can relax sitting
( See One Page Information-Ⅹaizen No. 164 for Honda) there to chat together and to hold meetings for team activitleS. They also bring in their TV
sets, refrigerators, coffee makers, and books to make the work place llke at home.

2) MANUFACTURING EQUIPMENT ANDIJAYOUT MADE BY WORKERS

xarl Marx, author ｡f " The Ca｡i.al,,, Once a,gu｡d that workers feel "alle<nwa憲Tn'The modern

prodllCtion system, becatuethey have no ownership of the prodllCtion equpmentthey use. In

addition , they are not permitted to make any changes to owners'property. Karl Marx was
not-correct when he pointed out tllatthe workers were so elimlnated that they had no sense of
ownership. But today workers are having a sort of friendly feeling and ownership to the
machines that they are lユSlng. Those people are involved ln the making Of toollng and

equipment aS Part Of TPM programs.

★8

Hawthorn expenment by I)r. Mayo andthe Motivation Hyglene Thory by F. Ferzberg

17 18
 CHAPTER 3 GEMBATECHNOLOGY
2-4 MAN CAN WORK ONIH WHEN RECOGNIZED
Recognition lS One Of the most powerful mental Impetus tO let people move forward･
people want to be recognlZed by people･ Prizes, plaques, certificates, ceremonies, and
Aswe discussed earlier, today's industry still heavily depends upon the princIPle of Division of
L&boもa System Which was originally developed by Adam Smith in hlS book, `The -We如th of
newsletters are designed and used by management ln many Japanese companies to recognize
Na_tIOnS" in 1776, and was enforced by Frederick Winslow Taylor in the 1920'S･ Taylor, aside
people for thelr OlltStandlng efforts and contrlbutions･
from hlS many COntributions to modern lndustry, built a solid basis of "Division of Labor" in

indllStry. In this system, workers are not expected to go beyond the j抽arcat主叩払e･
W27eD I was nLDnLDg Bmall a plant lw l'D AustTBIE'&, ZD2ade L't -le to -Ice a letter af
tecoBnt･don to the BPOUee OT PaTeDtS Of the employees.Who had RZade splendid QC circle
The famous賂-やrineipks (SpecializatlOn, Standardization, Slmplificatioh) goes too far in
pTeSeD由tL'oDB at the coD2PaDJ:
lndllStry SO that people get atomized and are not well communlCated･ The l鑑k of

co皿unicat10n, Which is the result of an extreme use of HDlvisIOn Of Labor" principle, ends up
There are two kinds of recognition : Money (reward) and personal -0印ition (award)･

Usually,the latter has a more long-lastlng effect･ Here is somethlng tOthlnk about ;What is with the slow and inefficlent PrOduct10n 8yStem The ``DiviSion of Labor" lS now

counter-prodllCtlVe and a maJOr COntemPOrary eVll in lndustry･

the manager responsible for, and lS he employed for hlS Special professionalknowledge or skills
In Japan, we often talk about the 80-Called輔Catalogue E噂neer a Who places orderJhr new
that he has?Aswe dlSCuSSed earller, 0世_Of the most important requirements for a manager is

machines to specialized suppliers by only quotlng the machine numbers fromthe catalogue he
the ability to let people work, not make people work, on a continuous basis･ People are prone
to getting tired of the same type of stlmuli, So management should change and improve the
reads. He omits the whole tlme-COnSuming preliJninary investigation into the process de_S_len

way how to recognize people on an ongoing basis･

and jumps to the finalpurchase order･Asthe logicalconsequence, the catalogue-engineering
results in high cost, frequent malfunction , and monster-like equipment occupying a large SPaCe

Fw exaDZPle, &t Calsom'C一見血sel hc･亡hpaD, I oz7g=aDiZTed, the Erse itZte-atioDal QC

of the shop-floor. EqulPment Suppliers do notknow how the eqlllPment is used by the 118erS･
They are short of Gemba information and the result is Hover-Engineering," which is sometimes
drcle co血DCe iz7 1988 / izzvTltIDg mom than 50 QCC membeL=S BDLZZ帽LT'ozLS 0-leTSeaS

called in Japan as Baroque-Englneerlng･

plaDtS tO Come tO 7秒to LZ]ahe preBeD由tloDS.VZ'tL 300 3tieDdeeB l'DCIudL'LZg the pm51'deDt･
Inthe next chapter, We discuss a new engineenng approach which is based upon Gemba
T2zjS Was Such aD eXtT'tiHg e甲eneDCe loT血管t血e吻地at地e QC city:1e becoLZZZe mOZle

technology.
actlve at CalsaTZL･c overseas Plants.乃daJ; th'S iT7te-atllond codereDCe l'S BOW one Of the

blggest aDD ZZal events loz, the coIZZPaDJt

all GO TO GEMBA
1) CATALOGUE ENGINEERING and GEMBA TECHNOLOGIES
In Japan, various business presentation meetings are held on a regular basis, inslde as well
Approxlmately 70% out of the total world,s industrial robots are working today in Japan･ Yes,
as Outside ｡f the company. Quallty Month lS Observed nabon-wide in Japan in November･
robotlCS is a very useful tlme-Saving contnvance from Which the Japanese industry has
Duringthis annualevent, various national presentatlOn meetings are held- These meetings

benefited a lot. But, like many other things, if we go too far ln llSing robotics and complicated
are attended by many companies for information Sharing purposes･ The "QC Story Procedure"
automation, it becomes lnefrlClent and costly.
is used to facilltate a loglCal understandlng Of the presentatlOn tOpics･

h the BzLbble EcoDOmyPen'od (198511990), SoRZe laz:ge nzzmbeT OfdBpaDeSe COmPam'es

血聯ted too much izZ eRPeDSl've maDZdactunDg eqZLLi,LZZeDt Wl'tL the hope of血dDg RZOm

pTOductl･oD demaDde iz7 the yeazy to coLaZe･ At the sBRZe血e, they beLr'e作d that oRIy

autoR,atloD Could 801ve laboj9shortage pmblems caused by 3KBJq,血,De. ID those daJV,

the catalogzLe-eDg7Deen'Dg approach WBC m'dely Heed ln the eTapaz2eSe L'DduS由γ : veemlg

oGhom the Kal'zen ll'De OftbiakL'Dg.

*9 3K syndrome is an industnal malady lJI Japan ln the Bubble Economy penod ln Which young people

hated t. W｡,i f.r 3K shops 3哀mean5-E血(Dlrty), Eiken(Danger0-1S)and X此i(Hard-血S)

20
 A lewyear ago, ZhappeLZedわ血Ow that RZy a-aD Ch'eDt CORZPaBY dedded to scrap a
DeW DMl,500,000ムuge BSSeLZZb/y eqzLTbmeDt WLeD the eqzLZbLZZeDt WBS fozmd DOE b仰女
weH aRez, 6 LZZOBtbe af zLZZBZLCCeSSfdpz10ductloD tm'bls at血e plazZt.. Tb egzHbmeDt Was
dea1822ed LIy a 82VuP OlpmleSSlloDal engZ'DeeLY Of血e copatlBie CeDtral乃cLDL'cBI Center
located.ZOO miles hDm地e pJaDt. aLtU_mZIDl'catl'oD WB8 1ach'Dg. TLe eqzLTbLZ2eDt Wac
oveTeDg血eemd and eEt:eSSIvelw compEcated.
ghilzLZT js a DatZZLd coDSequeDCe/" the plant maDa押･ iEVDl'Lmlly tom RZe. Hating
a`桝pted BZY Z管aOLZZZRZeDdatI'oD, he began α耶DlnDg a Spec)'al task lume to Lや-de点1-gzz the
aLWBZbly eqwiZRZeDt ibaZ the begimig Ly usL'Dg the Lαl Bow Cost AutoLZZab'on)
a}DCePt and coLZZPODeDt PaZis taken By)LZZ the BCraPPed eqzHjl皿eDt. 7丑e taβ丘fume WBB
RZade zLp afplaDtPeOPle aロdpvoleeSL'oDal eDg血ee用地tLe CoqTate qbchnL'd CeDteZ,.
乃ey血Bl;W BZLCCeeded iz7 deBlg22LDg and asseRZbELZg Bn emeleDt BSSeLZZbly li72e.
aLZZZPle3g'bT ig血dZivctpmpoqb'oBわ曲twce LhlRZ aLZZZba
- -Sh zLicb'YosLL'da
When the Bubble Economy subslded, and hardship began too loom up over the Japanese
manufacturing industry, some of the overengineered manufacturing equipment become "white
elephant" for them. People began to re-emphasize the Kaizen approach : LCA is the antithesis
of Catalogue Engineering.
2)もEAN PRODUCTiON SYSTEM
If there is no check system, everything has a tendency to go too far in one straight line
direction by "the law of Inertia". Manufacturlng Process is no exception. Overengineered
equipment is installed to occllpy large shop-floor space. The equipment is running at very low
machine-up tlme With a lot of rejects Produced. ThlS is called "Overengineering''. A great
dealof resource is spent in vain. The manufacttmng system is overweightedwith a lot of
Muda ( waste or no value).When I was working as a consultant for a Hong Kong prlntlng
company in 1999, I had an interesting experiencewith them.
A触a EhoLi 6kdB･WBLk ( ObSeTVBtl'oD tnt oD the sカopIRooL), I aGked地e eDg血eerl'Dg
LZZaDag- WLat pe王℃enLagF af LiEUe紘e macbiz7eS are rZLnLZiDg lw pmdzzcb've opemtioLZS.
Th'8 Is coed aEE izZ TfM I aBhed tkT's quesdon becBuee I.had been tZ21d that he was
plhLZLZiDg tO PuZY迫aee 2 Bets Of朗peDSl'Tle amZBB-RZBde pJ･intiz2g ma血es FHel'delbeEg" to
m地e g22P between P-dzzcdaTZ ZYeq血ⅧeDt aDdRZaChizze capaa'砂 But he di'dBOt血ow
abozzt也e OEEB Of the eLEZ'Btiz7g RZaCh'DeB. Mom oyez, he Lad DO l'dea ol.bow RZZLCL the
OEE'a caLZ be izz2P-Ved ID the jhtzLZY?. AB the RZatteT Oflact, th's coRZPaZZy deelded DOC tO
pzmhse 2 addttloDal mac丘血es m'tLozLt any PmductloD CaPaCIO, pmbleLZZ aS地e msult ol
TPMpmgZTBRZ.
21
As compared to USA and European countries, Japanese production llne i8 lean-englneered.
To explain about Japanese simple productlOn System, James P. Womack, Daniel T. Jones, used
the word "Lean Production Syst'elA"
In order to design lean production llneS, We must develop many Gemba technologies.
Aftez･
A氏e王 mA
IS ellmlnated
MtJDA
WIP, Reject,
Over Production,
TraJISPOrl.at10Jl 三 一 ノ
FAT PROI)UCTION LEAN PROI)UCTION
昆
wlth Over-Engineenng WithGemba Teclmologies
Various Gemba teclmologleS Such aS jigs and丘Ⅹtt江eS & hand tools一must be developed by
working closelywith the users (rank & me workers) and profes810nalengineers. Gemba
teclmologies are often called as LCA'8 0r Low Cost Automation which is designed and often
assembledin hollSe by themselves. Gemba technologies include the hard-and soft-wares such
as below.
● Jigs and TIXtureS, AGV, Parts racks, UIShape llneS, MinlaturlZed special equlpment
(palnt SPray booth)
● Production systems such as Kanban, Andon, MizusumaSi (Watersplder), Gemba
Management and 5S
3) ONE PIECE FLOW PRODUCTION I,INE
In an extreme example, robotlCS are being replaced by U-Shaped machining operation lines.
Moving conveyors and heavy largelSized equipment Or even robotics are replaced by "celT
manual assembly cubicles in Japan. In order to design U-shaped productlOn lines, the
workers are Involved in englneenng Projects, WOrking hand ln handwith production engineers,
t｡ nc,joLnJtAriLiej'afi assemble small but useful ｡nglnee｡ng C.ntnVanCeS Such aS ｡他山S
with蜘些虫垂es, the Hanedashl mechanism, and Poka-Yoke and a lot of JlgS and flXtureS.
The LCA, which is an abbreviation of Low Cost Automation coined by the Japanese in late
1980'S, is a conglomerate of variollS Simple devICeS deslgned to facilitate manufacturing
efBclenCyL At that time, LCA was introduced into Japanese lndllStry aS an antithesュs against
the expensive automation system which was very popular in the Bubble Economy days. In the
Chapter 314, LCA will be discussed in more det,ail.
★10
See The Machine that Change the World" and TJean Thnklng" by I. P. Womack and D.T. Jones
台11
Usually one machlne OperatlOn lS COmpleted by a set of loading (cLakLb and unloadlng (da由ti) operations
CndzL-Cb血englneenng enables One OPeratOr tO COmPlete a whole prodllCtion cycle ofU･shapelme by repea血g
only loading operations (chaAzi) puttlng Parts into each Set Of machines ; The chakn･chak.I does not need the
unloading (daLgJ operation, but chd血Only. Usllal1y UIShape one･pleCe瓜ow production llne lS equipped wlth
Poka-Yoke deⅥce orfool proof mechanlSm.
22
4) MULTI,Sm TRAINING & CELL PRODUCTION SYSTEM 2) EAIZEN BLITZ

In 1776, when Adam Smithobservedthe manufacturing process 0f making pins, he was rlght In order to train people in Muda-Elimination methods, specialgroups called "JkhzLked'
仏utonomous Study Team) were organized at Toyota Motor in 1960'S･ The GEMBA KMZEN
t｡ C｡n｡lude that "D.viS.on of Labor" would bring more than a血皿鎚mOre productivity(2,300

yorbhop iB designed t･miy uBing the Tbyota MotDr'8 mOdel･弘也ten people野t tZ,軸_也
pins/man-days VS. 300 pins /man-day)･ In those days there existed very few good flXtureS and
other manufacturing aides to help workers fabricate the pins･ Today･ workers are assisted by
work as a sidy group, to observe a particular work area and then tojLre-design the layout after
eliPi些幽･ The whole improvement process is幽professional地･
manygimmicks and gadgets, such as PokB-Yoke, CLBkzz-chabzL, EaDedaBh', gravity chutes,
ThlS WOrkshop IS SO effective aSthe starter ofKaizen progTam･ It lS Often called Kaizen Blitz･
precision-positioning fixtures, part-rack wlth automatic lift mechanism, and others･ As agalnSt
After the first few experimental workshopsare completed,垂聖主!堅WOrkshops些旦_主軸
the conventional`` One man-One machine" system, workers are trained to do more thanユ且

difFfBgiBijBhs in a U-shape manufacturing line･Tralning in multl Sklll is indlSpenSable for across the plant under the proper guidance of internalconsultants･ This Spiral spread is called

U-shape line operat10nS･ For this purpose, aTraining Matrix is used in many Japanese ln Japan "Yokoted' meamig horizontal implementation, Yokoken lS Of criticalimportance
and lS accelerated by strong support system and top management leadersllip･
companies･ Most of the training lS Carried out in-house･ At Canon all moving conveyor llneS ln
Japan and overseas plants were
蕊T.MmR.,Rna.lmR仲A.yP m-mT仰GZdm
scrapped and replaced by cell 313 BENCHMAREING IN SERCH FOR THE BEST PRACTICE
In the early 1990'S, benchmarking, as a means of search forthe best practice, became Very
pro auction cubicles

ln addition to manual
≡藁寧盛感 劔劔 ｨ ｪB簫簫簫 劔劔劔 popular ln the US and some European countries･ Many books and research reports were
Nヽ■ 偖ﾇ%友ﾆ 劔 冓

published in an effort to make★12lnternationalcomparlSOnS Of competltiveness in face of the

lLi 幽 ｲｸ X ﾂ 劔

oper血･related sklllS, workers are

十t)Tt 倅 ?｢ ぎ弓j 劔 冓

trained in 8PeCific teclmlCalfLeldS Such

｣速∃換J盤｣､m∴ここ 憧

臥き
洞

トd 亦
advent of Japanese lean production system. Industnalleaders of the United Statesand

as machine maintenance, robotics,

⊥LJ.汁_ 鮎__⊥HM FIB LJl iJ i 沫R 8i8S ｷR 冉ﾒ ド
Europe came to recognize that there was a great gap in productivlty between Japan andthem in
良号淀lYn 偖ﾉ?｢ きし

circt血 boafds and devICeS, machine LJ 槙8 ﾈ ﾄﾆﾂ

those days ; They wanted to catch up withthe Japanese industry･ However, the word
｣洲÷+
･山T.+
1L)+十〆
托Iぎ
≡ss
儷fｦ又 ｷY%R 剪 刹￨≡f `rbenchmarking〃 lS used by Japanese lndllStry quite differently from of the US and European
umts, and wel血ng skills. The skill Jj3%鳥肌､W 退盈追J五二一､二"_､_-､_ 偖ﾆﾄﾄ ﾂ 僮t｢ll十 劍 hv

㍉ーl 劔 劔剪

coⅦnterparts･
level is al80 0fficially certified by

○
Japanese government ageneleS･

After completion of the training, workers start making LCA's andgimmicks as well as 1) TWO KINDS OF BENCH-MARKING APPROACHES
There are two kinds of bench一markings they use in Japan. The first one iS the c虻rent
lmPrOvingthe currently-used production equlPment･
capability as againstthe future obJeCtiveS･ For example,the current performance of OEE

3･2 MUDA (over-all Equipment EffeetlVeneSS) measured at present tlme is called the starting

1)SEVEN KlNDS OF MtJI)A benchmarklng against WhlChthe improvement ObjectlVe is set for the future･ The heXt IOne is

In typicalmanufacturlng Processes, there are seven kinds of Muda, which are listed below･ the maximum record of performance achieved on a certaln day when the condition is the best･
This is called LEB丘zLnkau-hh80kzL" (one-time maXimun wind speed) of typhoon. Improvement
MzLda means waste ln Japanese. Muda lnCludes anything or any activitythat adds nO Value at
actlVlties are directed to lnCreaSethe number of days of maximum record of performance･ On

The ratio of value additlOn Versus Mllda is the other side, ln the @benchnarking, your company lS ICOmDaredwitb血e辿t･ But

beyond lmaglnation, malnly because Mzzda is the given condltions are entirely different sothat the comparison lS merely superficial･

not vislble. The greatest evil lS the Muda of on the contrary, the Japanese benchnarking method can provide detailed inforznationfor

over-production because it builds-up huge actual improvement actlVlties becauseall information iS aVailabe for use from within your

inventory, which ln turn helps hide other kinds company.When I was in charge of the body Shop at TbchigiPlant of NISSan Motor, I set up a
of MzLda. The JzLBL二重一g三me production System system in 1978 to record the Slmnkan-fuhsoku or maximum daily production which was
is a mud且-free process. Muda can only be
achleVed by a particular prodllCtionlme･When a new record was set, I announced it to all
identified by carefulobservation at Gemba･ workers by in-house broadcastlng SyStem･

MhddEBd･nab･oD rBqtdres some years Of experie血煙S an連traini喝. In other words, the

叫`Made inAmerica, by L. Detouse & - The Machine tht Changed the World" by J･P･ WomaCk and D･T

more experience you onthe shop floor, the better and quicker you find and eliminate Muda･ Jones ; RawsonAssoclate
23 24
The record were continuollSly replaced by new records by eliminating machine downs or supply 2) IN SEARCH FOR THE BEST MAmFACTURING PRACTISE
shortage ; the productlvity of the robot production line rose to 117% in one and half year period Today people are talking about the world class manufacturing･ In order to stay competitive

without spending money on production equlpment. This was the beginning of TPM programs in the global market, manufactunng excellence lS inevitably important. `The Machine that

for Nissan Motor. Changed the World" is one of the first publications which stirred-up Intense interest in the
world class manufacturing among US and West European automotive specialists in 1990 when
James P. Womak and hlS CO-authors publicizedthe shocking comparison tables of productivity,
efficlenCy and quality between US, West Europe and Japan. Shown below is one of these
tables.

Summary ofASSembly CharacterlStics, Volllme Producers, in 1989

( Averages for Plants In Each Region)
Japanese 幡 觚6V問 AmenCanin ﾆﾂ
ⅠnJapan NorthAmerica 埜v V

productlvitV(hours/veh.) b綯 21.2 R 36.2

Quality(aSSemblvdefects/100vihlCles) 田 65.0 塔" 97.0
I.avout:
space(sq,ft./vehicle/vear) 迭縒 9.1 途繧 7.8
SizeofRepairAreas(aS%ofassembly st)ace) 釘 4.9 "纈 14_4

Inventories(daysfor8samDleT)arts) 偵" 1.6 纈 2.0

KatBuyama Press dlSplays the maximum SPM (Strokes Per Mlnute) On the press machine WorkForce:
Please note that manmum SPM IS belng Challenged I)y IleXt new records 69.3 都 17.3 澱
SPM Rbnd只1TnTI Stmke Per M11111tf.i. Ofnl･(ゝ矢島TTlaL･hlTleS,
JobRotations(0=none,4-frequent) 2.7 湯 19
Suggest10nS/Employees 田 綯 8.7 釘 4
ll.9 唐縒 67.1 B繧
Tbday many Japanese manufacturing companies are trying to run -the machines 24 hours a TrainlngOfNewProductionWorkers(hours) 370.0 鼎b紕 173.3
Absenteeism 迭 4.8 免ﾂ縒 12_1
daywithDutthe attendance of the workers.
weldlng(%OfdlreCtSteT)ら) 塔b 85 都b 76.6

Painting(%ofdmctsteps) 鉄B綯 4.07 2綯 38.2

Asselnbly(%ofdlreCtStepS) 縒 1.1 3_1
Source - 那 WorldAssembly Plant Survey, 1989, and J工). Power lnltial Qllallty Survey, 1989

Their latest report said that the vehicle assembly time including stamping,丘nalassembly,
★13

engine and transmlSS10n buildlng lS aS follows.

Nissan     29.0 hrs/vehicle

Honda     31.2 hrs/vehicle

Toyota    3 1. 6 hrs/vehicle

GM       39.3 hrs/vehlCle

Ford      40. 9 hrs/vehicle

prodllCtion trials to run the machlneS払r 4 hours without any attended workers.

problems and related data az･e shown vlSually on sheets of paper attached to the machines
At Progress, Ya皿anaShl prefecture Source IntematlOnalHez.aldTrlbune June 15/16, 2002

25 26
3-4 LCA t Pallet, litters

Aswe discussed earlier (Chapter 3-112), LCA IS a Gemba teclmology. ■ Moving platforms ("Space ships" & "pirate Ships")

The LCA (Low Cost AutomatlOn) is defined as any comp批t and simple-structured equipment L Jigs & Fixtures

which lS designed and assembled in-house for internalmanufacturing users (workers).

lt isalSo interesting to note that the LCA is closely related to the advanced manll払ctunng

1) I.CA IS ``Do it YourBeぽ'TECHNOLOGIES process improvement, activities.

The LCA is quite different from conventionalequipment. Some of these significant

differences are t,abled below. 3) KAIZEN HAW-=一一LCA Making Workshop

When you take a look at the hlStOry Of LCAs, you will see that more IJC般二那e_being

LCA 軫V蹤柳 ﾂ H鉞 ﾖ FVDW V稗蒙VﾇB developed as Xaizen lS aCtivated･ Supervisors and workers are now changing manufacturing
layoutsand to building many needed gadgets by themselves. Today a small tool-making room
Cost 着fW'樗6 V EXpensiVe
is set-up at a corner of the plant where workers and supervisors are assenbllng I.CA'S.
Size ﾖ ﾆﾆ 襯ﾆ没③ LargeandHeaVy At Veh'cle AeSeLZZblylymt, JVL'seaB Moぬぢ6ve woL血ZY are eD922ged血bzLddhg ua pizTBte軸")'D

血air too1-RZah'Dg rOOLZZ.乃e `かねお軸" js a L220IdzZg Platfuzm oD TWh'C丘a WOL:Let Shz2ds

I)evelopnentLeadTine 'B IJOng
aSSeRZbEDg the caz･ while L't LZ70摺8 along ￡占e LZZ且血coDVeyOr lt'De. T2ze SPaCeBhib Lm'eB all
Maintenance/charge 之 7 I)ifEicult
necessavpaLis and tools.乃e丘指t uPirate BkibJ" was bzLilt at the MzLTayaZZZa lYaBt izZ Japan izz

Designeda皿d Manufacturedbv: F籔 W6R MostlyOut-Sourced 1980'8, and they wezle aWaLlded a specidpm'ze huRZ the Mizv'8by ofhtema1 2}ade血dzLStTY

InformationFeedback FromAct.ualUSerS 牌 B Poor

DegreeofConcurrent Engineering 牌 B Poor

EngineeringEXpertise 噺W F也6芳R BelongtoEquipment Manufacturers

EnergyNeeded 之6 ﾆ w波&坊襷ﾇ HeaVyEnergy Consumption

StrllCture 儲 ﾆR Complex

As we diSCllSSed earlier, in some industriallZed countries, ProfessionalenglneerS design

fabulous overenglneered equipment. They are called in Japan"Catalogue englneel･8" or

"SemoD BaAg'(specialist fools) because they are so narrowISlghted that they do not see the
APlrate ShlP LCA･Maklng Shop
whole picture of productlOnflow. The machines are made for the sake of machlneS!J They Deslgned, and assembled ln-house (called KalZen Room)
bring up the break-even point higher and hlgher.

カLCA HAS LOTS OF APPLICATIONS

There are Jnany kinds ofLCAbeing developed today. Some of the examples are aSfo1lows.
■ Racks on casters

L Rackswithinstruction lights to show picking order (Light to pick up)

t Home-made AGVs (Automatic Guided Vehicles)
■ Poka･Yobe devices

d EaDedaBh'(Simple parts ejector)

I .Vag22m SWltCh system used for U-Shapelme
L MiniatWized special processes (painting, heat treatment, cleaning)

27 28
CHAPTE 4 CONTEMPORARY TRENDS OF EAIZEN PROGRAMS In the manufacturing lndllStry, Kaizen is assuming more import,ance with the advent of t,he

increasing competitive international market. Many Japanese manufacturing companies are

4-1 EAIZEN IS STm THE FOUNDATION OF IMPROVEMENT actively working with various kinds of Kaizen programs to keep them at the world class.

During the Bubble Economy some people began to play down the importance of KalZen･ They select specific Kaizen programsand methodSfr0m Eaizen Tool Box to meet the

They are belittlmg the continuous improvement efforts and are placlng much emphasis on requirements : JIT, TQM, Vm, Qualltylmprovement, Or Quality ClrCleS･ They are
innovatlOnal changes to get quantum leap results･ interested in gettlng awards for various KalZen prOgramS･

Some ten years ago I met a group of please notethat the 48418t nationalConvention of Quality ClrCle was held on September 6,
managers from Southeast Asian countries, 2006, in OSaka. Quallty Circle is still active aS the basュs Of improvement action ln Japan for

who contendedthat Japan was no longer a more than 50 years !! The Kaizen management is mOrewidely used in many manufact-lng
model for then, but Korea was. The reason companleS ln Japan to support new product development, production preparations, at overseas

was tllat Koreans had made a quantum leap plant operations, as well as domestlC manufactunng processesI Manufactunng processes are
to become an industriali2:ed nation ln Shorter being made productive･

period of time t,Lan Japan.

4-2 NEW PRODUCTION SYSTEMS INITIATED BY U.SA.

Today no body talk about the Quantum

Theory because their idea is the theory only. Over the past 15 years, quite a lot of new management tools have been proposed and

It does not Show the steps how to do with the implemented for better manufacturing productivity by American and European conpaniesI
Below are some exa皿pleS.
Quantum TIleOry.
There are many companleS that have not l Re-engineering by Michel Hammer & James Champy

improved atall after they are " certified"with I Theory of Constraints by Ellyahu Goldratt

ISO9000. It is natural because ISO is Just Only ■ SⅨ Signa initiated by Motorola and GE･
House of Gemba
Showing how each component of KalZen a specification and does not Show how to J Flat Organization and I)elegation of Power
programs IS related each other*14 improve the process. Many companies are ■ ISO9000 andrlSO14000

uSing Kaizen and TQM to actlVate t】le ISO ■ QR(Quick Response)

system to work instead. ) National Prizes 0f Productivity and Quallty (Malcom Baldridge NationalQuality Prize)

The Japanese manufacturlng industry lS Still strong as an internationalcompetitlVe POWer･ ■ Supply Chain Management

New high-tech products are being developedal1 the time tO attract the market both domestic If you look at these management tools and some international standards very closely , you

and international. But it lSalso true that some Japanese companies do not seriously wlll 氏nd tllatalmoSt all of them were proposed and Initiated after 1980's whenAmerican and

implement KalZen･ Dr･ Ishikawa used to say that there were three instltutlOnS Who did not west European Industries suddenly came face to face withthe bench一marklng Supremacy Of

Japanese manufacturing companies･ The majority of them are based upon KalZen P血ciplesI
practice K由zen ln Japan : Hospitals, 1miversitleS and nationalized companies and government

o缶ces･ They are not exposed directly to lnternationalCompetition and overly protected by laws The proposed tools are glVen Charmlng names after fine modification from Japanese

and regulations. The productivity OftlleSe Sectors Ofthe nation lS Very low as compared tothat co､mterparts･ Take for lnStanCe,the SIX Sigma Program Was COnCeived and implemented by a

of the manufacturing sector. Japanese p.p.m. qllality improvement method which is carrled-011t nation-wide by Japanese

Today, ln so血e areas Of the non-manufacturlng industry ln Japan, such as medical institution, ｡1｡｡tr｡記きinduStry in 1980,a.

hotels, restaurants, and banks, Kaizen activltleS are being practiced at an accelerated pace･ TheAmerican models are not unlque in nature but they are theAmerlCan Version Of Kaizen in
As the privatization and de-regulat10n processes are taklng place inJapan･ more many instances. In generalAmencan and European are more easily structured than
Don-manufacturing companies are taklng-uP Kaizen because they have to interact directlywith Japanese COunterpartS･ But in general,they do not show the Steps how to impleme且t and- how

customers to survive in the market. to keep everlasting Improvement and tlle Processes.
End of Report

Modi丘edfrom "Gemba XalZen" by Ma5aakl lmaA, McGraw Him 1997 Bob Galvln,former chairman ofMotorola, reported to Nikkel reporter that he had learned much from
Japanese electronic COmPany, Yokoha皿a llewlett Packard to start SIX Sigma Program at hlB COmpany
29 丘柑tintJSA ( Nikkel June 26 2000).    30
APPENDIX#l KAIZEN TOOI. BOX OF GEMBATECH ANDKAIZEN MGT. "CAR"

Qllality Improvement andCS (TQM) W ﾆ妨% V ﾆ宥 77Fﾇ& R QualltySystemAudlt/Qua上ty AEreement

Over the past 30 years, various KalZen tools have been developed for use ln Gemba.
HoShlnKami V ┬ &ｶﾆ誡
SllOWn below is the list of the Kaizen tool boxes and tools & methods. (policyDeploymentManagement) 認 v踞3 2df rﾗW
Machine KickOffMeetinE
MalntenanCe (TPM) TaggingcamDaign
WEN TOOL BOX TrainlnginMachlne(I)ojo)
Kai2:enProgram8 彦& ﾄ& W2
Macllme-LmeⅠmproVement 簸TT ﾇ

3Evi1sofMUDA,MUm&MURⅠ
System (JIT,LCA) 蕃VF Vﾆﾆ譁 F柳腓$ 5WhV'S
7KmdsofMlmA
E.C.R.S.
ⅠnventorvReduction NewEquipmentDesign 盤 FW6没
Time&MotionStudyDq F ﾈﾆWGF 'B Trouble-S1100ting ﾇg6 ﾖ
TaktTime/CvcleTi皿e VideoMonitoringMethod
StandardODerationCombinationChart Gemba Management 填2 RedTaECam1)aign
WorkSampllngMethod 5SPatrol
MaterialFlowAnalvSiS Supervi80rS'Training&NewRoles 髭fﾒ┴uEBﾄ､ﾒﾄ･"ﾄ･2

Eanban 夫 FW%4F芳W" 5BasicGembaManagementCourse (QC,IE,Cost,Safety, Leadership/Control)

Andon
PullSvSten
Superlnarket MultiSkillTrainlng
Jishu-Ken(GembaWorkshop, ⅩaizenBlitz) VEF t6 ﾕB 没
New 彦& ﾔ6 W B DelegationofPower
MudaList Management 認VﾆVv F柳踐e vW" ﾆV &譁誚 &v 譌ｦ C CroSSFunctionTeamConcept.
GrotlpDynamics
QCStoryProcedureEi
ⅠnternalAⅣardSvstem

ⅠmteⅠ.nalSuppoⅠ.tSystem
LayoutDesign 萪膤脾
LCAⅠ)esignPrinclples
Kaizenfor °ept. Xuv XuF襾 7G' CustomerノMarketAnalvsi8
MinlatureSpecialproceSSeS
Qua上tvofService

Hanedashi SpeedofSerVICe

AG∀ Non-ProductionDepartment U4D 免友妨2

Line-StopCordSystem
ODeratOr-FreeProductionLlne UnitCost.Analysis 彪譌D6 7D ﾇ F &vWD6 7B
CellProductionSystem 認没友 4D6Vﾆﾅ & GV7F柳鑾Dｦﾆ覲
CostReductionbyProductDesign 盃GfFGWVVY V V討w&匁rﾂ V譌fW'6 ﾄFW6没
Qllality 跏6 ﾆW2 BasicQCTrainlngincludlng
Ⅰmp1.0Vement andCS (TQh4) 儔CSevenTbols

ProcessControl&SQC 6ｲﾒﾒﾕ & 6W746 &免ﾇEe7GVG

SimultaneousEnglmeering (ConcwrentEnginee血g) 3DProductDesign

ProcessAnalysis
DesignChangeControl
Qualitylmprovement 贏 V ﾆﾇG 57W& Y. 冑 ﾖyu# 2
BeStQllalitvCerti五cationSvsten1

TaguchiMethod(DesignofEXDeriment)
StandardⅠnspection/Operation Procedures

QAAudit
NewProductQualityAssurance 7g7FVﾔF w& Vﾂ
QFD
FMEA
QualitvTable
DesignReviewProcedureS

32
EPILOGUE
In march 1991, after having spent Easter holidays in their resort hotels in Mediterranean Sea,
AtlantlC Ocean, Contlnental Europe and USA, some dozens of General Motors Europe

executives flew to UK to meet a gTOllp Of Kaizen consultants from Japan including me at a hotel
in IJutOn. We met them there on Sunday evenlng tO Start a "Five I)ay Kaizen Workshop" at
Luton Plant, GM-Europe from Monday in which we planned to change productionlmes to be
productive in 5 days･ Bob Eaton, then CEO of the giant autOmOtive company ln Europe, had
requested not only production-related executives but also al1 executives of different

responsibilities to take part lnthis one week Kaizen workshop on the Shop-floor. For many
executives this shop-floor activity wasthe first experience･
All participants were asked as a group tO Pick up a few selected production-related problems
(Mllda) and to solve them by the end of Fnday, the final day. Bob Eaton was so

enthusiastically active about the workshop that early moming on Friday he wentalone tothe
plant without taking his breakfast at the hotel to finalize the new layout for seat assembly that
he himself proposed to increase productivity.

I remember quite wellth1S mOming of Friday partly because this workshop was my first
experlenCe tO WOrkfor a foreign client.
But more importantly I was much impressed by Bob Eaton 's dlreCt COmmitment･
Bob Eaton was extremely instrumental ln lmPlementing Xa12;en at GM-Europe ln 1990'S･
He is a good example of strong leadership in Kaizen･

March 1979 when I was assigned as prodllCtion manager of body assembly at NISSanfor Small
cars KPulsar" the total production capacity was restricted to 375unltS/shift by the spot welding
capacity of 50 robots･ At that time my body shop production line were equipped by the largest

number of robots ln the world.Assoon as I understood clearly many manufactunng problems,

I concludedthat productivity Can be raised on step-by-Step basis at least lO% without additional

production equipment･ Further analytlCalinvestlgation revealed that production line were

8tOppedfrequently by poor machine maintenance works and unstable quality performance･ So
I volunteered to propose a productivity Improvement Program Called "MAPAA" (辿垣imun

里roductivity by基nalytical基ctions) to my boss, Yutaka Kume (a board member of Nissan), to get

his support.

I Involved all operators, englneerS and maintenance teclmlClanS from different departments tO
work together as a tea皿tO eliminate all callSeS Of production llne StOPpageS･ Every moming

we held a teclmicalmeeting to ldentifyeach and every line stoppages and to decide what actions
were needed. In order to reduce the machine cycle time, conveyor moving Speed was raised by

ourselves by changlng the locations Of limit switches and others･Asthe results of numerous
improvement points･ the production capacity of body assem911g robot lines increased from 375
units/shift in March 1979 to 458units/ shift in August 1980･ In those days, TPM was not

pop血ar even in Japan, bllt We learned about TPM by doing it･

."Learning by 1)oing" iS the Eai野n learnln晋PrO伐SS.

'15 MAPAA Pr.iect was explained at ASQC Convention in Detroit in 1982･

 Date July 14 2006

盛.::%qoF AGE INFORMATION

KAIZEN N｡. 112
PubllShed by S Yoshlda GTR Instltute Tokyo Japan
E-mailだtrlnStjjn,t･aratt･ne.叩

■ Naked Ring (Topic#112j)

d Productivity isthe Driving Force for Advanced Society
Long tlme ago, there lived a klng･
A long tlme ago, Peter Drucker wrote an Interesting book The New RealltleS" O)y Harper & Row
He was much pleased to show off his unusual abillty tO all people as the klng･ He
Publisher lnc. ln 1989) ln Which he predicted the coming oftheknowledge society
pretended to know everything that he saw･ He dld not like to say "I don,t know".
Tbday, people understandthe workableknowledge (=wisdom) lS the more Important resource than
One day he wanted to orderthe best clothes ln the world ･ To satisfy the king,s special
other resotms like money. naturalresources labor, and land. He also proposed tl) replace wlth
order･ hlS Cunnlng llegeS Proposed to the klnganunuSual clothes by saylng･-
"Ⅶur Royal Hlghness, only selected intelligent people llke you can see thlS best clothes Frederick WlnSlow Taylor Karl Marx, as the three great giants who have laid thefo1mdatlOn Of
the modern soclety The first lS Slgmund Freud exploredthe greaterunknOwn area of human
that we are going tO make for you･ But stupid ordinary people can not see lt, Slr".
braln aCtivitleS-Unconsc101lSneSS The second man lS Charles Darwin who clarified the
The king agreed to tailor･makes it･ When the garment was made and ready, the king
evolutionary pro代SS Of lifeFreedomfromthe bibllCal Genesis. FrederlCk Winslow Taylor invented
shouted "what a wonderful clothes I am weanng In splte Ofthe factthat he could not
usefu1 tools to Improve prOdllCtivlty He demonstrated for the 丘rst tlme how tD I血l)I'OVe
actually see tlle Clothes at all, he sald.
productlVlty by scientinc ways and showed to the worldthat "the sky lS the limlt" for productmty
The same is also true wlth the ordinary cltlZenS On the street who welcomed the klng,s
improvement.
l)rOCeSSIOn･ Theyall shouted "what a wonderful clothes our klng lS Wearlng today"
Taylor extermlnatedthe "rovng ghost of commtmlSm" invented I)y Karl Marx 150 years ago.
All ofa sudden, a small boy onthe road slde shouted loud "The king lS naked"
Recently I read another lntereSting book "Thinklng Management. CompanleS WithⅥslOnS"
And there upon, all people sllOuted to the echo.
"The klng lS naked!!" (柑BN4･492-50059･6) This books wntten by co authors of Germanand Koreanpro鮎sors

to explain how importanttheknowledge is forany companyand to discuss how to

There are many contemporary "naked klngS" named CEO,s who are Infわrmed by tllelr
fbster knowledge. A German research institute has recently carried10ut an
subordinates of only good news about thelr COmpanleS.
interesting comp arison stud_y of idea productivity as tabled below.
According to my observatlOn and analysis aS a KalZen COnSultant, there are three
A 6 Ratio
reasons why there are so many naked kings today･ Germany 幡 B/A
1) subordlnateS are afrald of getting a backlash when they disclose the true story.
groiglSdLgEeiEilOonvSees B 3.235 3
2) subor血1ateS thlnk that CEO's welcome only good news. Ayerage上もeward(p Yen/SuだgeStedid_ea 田 ﾃ#s 280 B

But fundamentally･ ･ -
Ayeragetteward(か Yen/EmT)loveerYear 唐ﾃC B 9,058 r
3) cEO's do not know how to ask good queStlOnS based-upon the KalZen prlnClples.
⊥mplementat10nu) 壬Tepalementation/Suggested 坦 87% 2

RedllCedcostu) Yen/Ⅰmt)lementedldea cR 14,630 SR

Deal,mylh'eDds,IdecI'dedtoT-jtetAjssLoytaTt1.CJeWLeDIAa17PeDedtoll B RedllCedUost(劃 Yen/EmDloveerYear BﾃS湯 411,740

bycLaDCeaB1'DtelleStlhgstoryabouttheDakedhlhgIhaJapaDeSe
What do youthink about this comparison?
bus]hessmagazlhe′``Wedge",afewdaysago.
The Japanese like to quote the following proverb.
DzLSt, WLeD aCCZLRZuhted, BZakes a mouDtaiD.
There is an equivalent English saying.
End orReport MaDy a Etde makes a ml'ckle
Taylor usedthe "division of labor" principle when he started to use his scientific
management. But the Japanese management is involving all employees in

productivity improvement which makes a difference.And this is the Kaizen spirit.

 Date January 13 2009
Date Deo∋mtN!r 17 2008

ONE PAGEIESSAY ONE PAGE -E SSAY

=虎. -;_.::_-;',-:
Science, Technology & Industry ::虎. ; i:碧,--i
Science, Technology & Industry
No.211 No.208
PubllShed by S Yoshlda GTR Institute, Tokyo Japan
Pl血hShed by S Yoshida, GTR Imtitute, Tbkyo, Japan
E-mailgtrlnS絹wta･attpne･ll)
E･tnBil'仙P
■ In OneSense of The Word, Kaizen is to Stop Overdoing
I Gemba Xaizen W血op Part-1
A good KaiZen consultant keeps saying that overdoing isthe worst Muda (or
Asearly as 1950'S,the Japanese induStrialengineersand QC specialists Started
Waste) : Over-production, overengineering, excessive job classification (or
orgamizing croSS･function teams tO WOrk on Gemba (Shop･noor)for Muda
division of labor), and over inventory. Obviously, over-production deprivesthe
elimination. At Toyota Motor this Gemba･oriented team Was 0rgani2HBdfirst time
company of making pro丘t as the result of making products more than actually
by Thiichi Olmo bythe name OfJishu･ken mea血g Self Study Tbam.
needed･ Everyoneknowsthis simple principle but nobody takes actions until
In general, this team activity is called (5I)ay) Gemba Workshop in Japanor
Kaizen management plan is implemented as the company policy.Also lots of
Kaizen Blitz in USA becauseAmerican engineers were sWprised to seethatthe
production equipment are overengineeredand remain counter-productive until Japanese Gemba croSS･functionalteam is capable of eliminating Muda so quidkly
TPM (TotalProduction MaiJltenanCe) programis implemented.
and effectively like the Bhtz, a Germanword, meaninglightening strike.
With TPM, LCA (Low CostAntomation) design concept is血st used for improved
Basically, Kaizen Blitz i8 doing, not proposing only Kaizen or i皿prOVementand
equipment design･ The sa血e thing canalso be saidwiththe labor usage. Adam
most fundamentally, Kai訟n differSfrom the traditionalWest Europeanand
Smith wrote about the "division of labor" in the first chapter of his famous book
"The Wealth of Nations" in 1776･ He provedthat manufacturing efRciency is American improvement process because it is almost entirely action･based･ The
team is responsible for bothdevelopingand implementing solutionS : The team
greatly improved by dividing the job. creates new proαSSeS and change existing processes, leaving a new process in
Later, Henry Ford successfully implementedthe E'division of labor" principle to
place.
his car assemblylmeswithincreased productivity. But the process of classifying
Yes, Gemba Kaizen Workshop iS a leaming by doing. One of the most
job has gone too far inindustry beyond a certain criticalpoint. For example, at impressive Gemba Kaizen Workshop i participated was the one camied･outin
NUMMI (Toyota-GM joint venture car assembly plant)inFreemont, Califomia,
Luton, England for a Europeanautomotive companyinMacrh 1991. This was
the car assembly job was decidedinto 82 different classifications under the GM
my first experience as a Kaizen consultant working overseas.
management while Toyota keeps only 3 classifications.☆
This workshop was planned and conducted by Kai2:en institute of Japan forthe
Overly sub-decided classification has many counter-productivity drawbacks :
top executives of the Europeancar maker. They new to Luton, England to
Workers do not help each otheI･, WOrkers resist to change.
participateinthis One Week Kaizen Workshop after having spent Easter vacation
It is difficult to rotate workers, lack of communication and etc. So as the result,
in Mediterranean Seaand Atlantic Oceanresort areas.
the over job dassification resultsinextremely low production e毘ciency. Here is
Forthefirst time in their business life, top management executives including
a generallesson you learnfrom these examples of overdoing
CEO started to work on the ShopwithSupervisors and workers to identi&, and
analyzeand eliminate Mudafrom the manufactwing processes. Theyall were
I･ikethe physicalscience law of inertia,
excited about new fresh experienceSthey had.
Humanbeing keeps going beyondthe limit.
This workshop is one of the
So stop over-doing or you are certain to be counterprodllCtive.
first Kaizen BlitヱinEurope :

an important transfer of
*Source : Comeback-･･The Fall & Rise oftheAmerican Automobile Industry
Kaizen management method
By PaulIngTaSSia & Joseph B. White
from the East(Japan) to the
(Stone & Wylie Ltd)
West (Europe).

ムJ-し〔-よh-wLq, D心-gLJjt- Lゝ -nter一声｡Li? End of M舶Sage

■､L :I.I.i. I .I

∴ ･･ ･】
 Date March 24 2005
II A story al"ut the QC Cirde -- Afemale production worker read a riddle of spodadic
out-break of semiconductor rejects
Some 20 years ago, a semiconductor factory in Kumamoto City, Kyushu Island of
Japanwas puzzled by strange outbreaks of highrejects of semiconductor IJSI･ which
happenedwithoutanyanticipation. This unusualphenomenon was taken up by one
ofthe QC Circles atthe plant. The QC Circle is a small group Ofproduction workers
organizedand trained to solve any production-related problems such as quahty,
productivity, safety, working environment. The QC Circle wasthe embryomic form
of Kaizen team atthattime. In spite of their efforts,they were not able to spot for
the realcause of the sporadic reject outbreaks. One morning, one of the female QC
Circle members was stopped at the railway crossing as a long cargo train was
pasAng at very low speed. Tb her surprise, she fat a strongrumblmg of the ground
while she was waiting for the cargo train passed away.Assoon as she arrived atthe
plant, she reported her unusualexperience toanengineer who was assigned to help
her QC Circle activity. He concluded that when a long cargo train moved at very low
speed,thevibl･ation of specifiC frequencies is multiplied some 500 meters away at the
plants by resonance e鮎ct. The QC circle members collected historicaldata of the
sporadic reject out-breaksand of trainrunning schedule of slow moving cargo･
Final1ythey proved thatvibration generated
bythe slow moving cargo train is the direct
cause of reject out-breaks. But how to
prevent thisvibration? After many hours of
discussion, they pI･OpOSed to dig a pond of
water inthe plant to absorb thevibration from
the railway.
This story is so famousthatalmostall japanese QC speciahsts remember it as a
great lesson.
■ Job Rotation at Honda
Honda Motorannouncedthat inthe recent stl･ategic reshune, a complete swap of top
executives between product RIDand production was made : Mr. Shiraishi, ex top
productiOn director, is now taking up product design job by replacing Mr･ Ito, ex･ %p
Rのdirector, who is now taking upthe responsibility of the totalHonda production･
Job rotation is essentialto revitalizethe corporate strength･ Otherwise, people are
building empiresinthe company･ Mr. Nakal1aChi, new CEO of Sony emphasized
closer relationship between Production and Rのand productivity improvement by
Kaizen.
S｡urces I Nikkel BuslneSS (March 7, 2004)
Date December 17 2008
ONE PAGEIESSAY
:li-::;.:;.:I;I---; Science, TedlnOlogy & Industry
No.209
published bv S Yoshlda GTR Institute Tokvo, Japan
E-mail grr-lnSt如ta･att.ne.lr)_
.AnEntirely DiBTerent World We Are Going TbLive From Now
When the Cold Walt Was Over, many PeOPlethought that the capitalistic system
won a battle againstthe socialistic system and came to beheve that the market
system can function better for economic prosperitythanthe planned economic
system of the socialistic block of nationsI
Butal1 a of sudden we were shocked by a greatglobal血lamialmeltdownwhich
came upon uslike a bolt out of the blue･ But the meltdown is the direct result of
the globalAnglo-AmeriCansystem of market-orientedfinancial capitahsm,
differentfromthe industrialcapitalism (of Japan).
It is fearedglobally that the great economic slowdown w山attack anytimethe
world likethe Great Depression 1929･
Japan lS being plagued by three kinds ofproblems : the skyrocketing price of yen
which makes Japanese export products expensive, extremely reduced market
demand and the plunged stock market price. People are afraid that jobs are
being lost (at present jobless rate is 3%) rapidly when big Japanese enterprises
like Toyota and Sony announced publiclythe large scale employee termination･
naditionally, U.S. Republicangovernment, in particular, has been against the
government protecting private companies like Big 3 because that is too socialiStiC,
but govemment support becomes inevitable now･
You like it or not, US has to adopt some socialistic policies like Delano Roosevelt
did in his New Dealstrategy inthe Great Depression time･
We are standing now at a glleat Watershed betweenthe existing globa上sm and
the entirely different economic world system･ This is my feeling after I read two
books relating tothe Depression : "Only Yesterday" by Frederic Allen and "皿e
Great Crash" by Kenneth Galbraith･
End of Massage
 Date December 17 2008

ONE PAGEIESSAY Date D￠￠entx!r 14 2008

::_--::'_;_I. =崇LI;?･-I
Science, Technology & Industry ONE PAGE･ESSAY
No.208 志三--,--I Science, Tbclmology & Industry
PubllShed by S Yoshlda GTR Instltute Tokvo Japan
E-mail gtr･lnStl'iiWTLl -I-ltLnE･･jP
No.206
I How to Shal･e the Pain ofBtlSiness Recovery PubllShed by S Yoshida, GTR hBtltllte, Tbkyo, Japan
E-mai1'如r-1n5tCa,wta.att.ne.TD
Big 3 executives wel･e Severely criticized when they且ew on board of the company
t National mさ岬ition of First Ck88他de8ZELPtLITbpic #206･D
expensive jetaircraftto Washington D.C. to ask the govel･nment a Special
Project X was a Successful Series of television program Which NHX, Japanese
financialaide to save their companies from bankruptcy. They werealso blamed
NationalBroadcasting System, telecast nation･wide to fwus on selected specific big
for receiving highannualincomefrom their crippled companies.
engineering projects carried-out by Japanese firms in Japanand overseasI
Last November, CNN telecast to t,he wol･ld a specialpI･0?am about Mr. Haruka
The project includes,for example,the huge ttmnel underthe Straight of Dover
NiShimatsu, CEO ofJapanAir Line･ 倹約J A L社長､評判
パス通勤.社員食堂で行列■年収別万円 which connects BritiBhand Franceand the bullet train "ShinkanSen".
In this television interview, Nishimatsu
JALの西松社長Ⅰ本社の社員会雫同社安 These projects involved many kind8 0f people sllCh as chief engineerSand top
was portrayed as a tradit10nalJapanese
management people, but the producer of Project X tried to high-light direct workers,
CEO sharing the pain of re-structuring his
not chief engineers, as celebrity.
companywith his employees_
The reason isthatthe producer of Project X believed Such tradesmen, Whose skill
First ofal1 he proposed to reduce his
is backed by many years'experience, are playingthe most important rolesinthe
annual血Come to only 9,600,000yen in
project.
2007.. He is commutating to ofBce by
And because Of this decision, Project X became one of the most favorite TV
public bus transportation and he is
.I,Uが簿外メデ三ノで社員を洛T.(Jいる} ･uJ :]ってきだこ への磯野が腎麻的真打
programs in Japan･ Peoplethink it a good idea for common-place men are to be
queuing-up for lunch in the company の年攻をmrcJ<蓋[結滞撃き)となどを 望(JATこの撃松遥社轟(撃の姦軒ぶ 雇となるなかで､バス遠野している望羨 格の霜桧を取り､しかも議会に奉罵ジェソ めて[1.る大損劫筆太萱ヒソグ旦態艦が破
者へcEC)として奏例｣とし､高年
蟹ノ.'買豪打既望会社の髪経営漠焦 平声ちする鉄管Jtと､聖iP07年蜜にmtら 松社運が髪Wjバスで連載したhり社塁桑に 重点発かリポート経営再碧義是等西
感激した書米企業も見習え暮新ヒ1EI だ さっかけは∴=芳h米cHy.が放送した 壁実技にあ長さ'薬諾較会費卦を褒 recogni2XBd in public fortheir outstanding experiencesinthe specific skin areaS･
canteen. He felt being overly publicized
Afew days ago, i happened to find thatAsahi
by the TV progTam･ To respond to thel
Shimbun newspaper, has a nation･wide 10 million
television comments , Nushim atsu
circulation, highllighted Mr. HiromiNishimura, a 58
commented to say-- "It's not a special
year old former foreman, who has worked for 40 years
thing for me as CEO to share the painwith 】
as a maintenance service worker for Shinkansen.
employees. Itmight be culturaldifference. ]
He has been responsible forall axles of bullet trains,
Hewill beright to make such a comment. Mr. NishimuJTa Checking the axles.
the most important part of the world fastest trains･
But to methis culturalheritage is being C NN放送､欧米衝撃
しょうか｣と誌している■J (佐々天碧 鑑整しぼないとの密謎です)又はの遠いで 19プの感兎としては.蕃繁藤剖な取り とコメント⊂JAL盗碧は自並の経常 みを共有するのは当然二義ってい意hE のアクセスがあったサイト畠たとい鷲 タ-ネット･ - 1i!ル泰警煎ると'打方弊単t` 空など衝撃り声が柘次いだ七線俊がィ､ノ オ予ノダからもr裕力にめ幸JL経営者聖㌘ いった米雷からのメ-ルに誘え､カrダや 見習うべきだ-私の二ユよし･-? だ｣と け,urJAL本社には議激しだ一義仝藁も る米国流宍道ー^.を轟璽蒙る内実にっただ ある｣と, I,う番人の1雷薬も伝えた′ 代の早期退栽革u頼みを分か吾冒豊が shinkansen ,carrying 300mi11ion passengers per year, has nO Single serious
lost rapidly in Japanoverthe past ten 予想外の犬皮警議松社琵捻｢祝典三橋 経常K挙おにcEOが巨轡の書を得
problem because Of carefu1and devoted efforts 0f people like Mr･ NisI血nura,the
years_ To my regret, Mr. Nishimatsu is
newspaper reported.
now one of few good Japanese business ≡
I The More You Chew, the Healthier You Win Be (恥pic #206-2)
leaders. Many temporary workers alte
Yes it is true. Chewing is to accelerate digestion. Contemporary Japanese
being sacked tod_ay when companies are to
people do not chew food enoughbecause the food is cooked soft while old Japanese
face production cut. Workers are more ,
are believed to have chewed more as suggested bythe statistic table below which I
easily sacked than before in Japan.
received from afriend of mine.( I do not know how acctuate the table is)
Today I/3 of the nation's labor force al･e temporary WOrkers who are less protected
Erabears) 疲 踐d6ﾆﾆUv匁r DurationofMeal
whenthey lost jobs. Anew labor law was enacted in 2002 toallow the new types
Yayoi(500yearAD) ﾃ涛 F蒙U2 51minutes
temporary workers. Japan now is not Japan used to be. More tllan 20 years
Kamaknra(1000yearBC) ﾃcSGF蒙W2 29minuteS
ago, an electronic company in Tokyo, Pioneers, was severely blamed andtheir
Edo(1700yearBC) ﾃCcWF蒙W2 22minutes
products were boycotted whenthey tried sacking 50 employees, at onetime･
showa(1935) ﾃC# F倅ﾖU2 22minutes
But today companies are able to hlreandfire employees as a regulating valve
Now(2008) 田# F蒙W2 llminutes
without any socialaccusation･            End of Massage
 Date December li 2008

Date De(記nlnr 14 2(沖8

_I-;: ;I:;聖篭
ONE PAGE-ESSAY 蚕豆鹿=学インターナシヨ7ル
science, Teclmology & Industry
__:-S<芸-=.=墓l:t賢,--i
Science, Teclmology & Industry published bv S Yoslllda GTR Instltute
Tokvo Japan
E-mail
No.207
pubh8hed by S･ Yoshlda, GTR Instltute･ Tbkyo, Japan L ThreeYopics of Auto ln血stry
E-mail:申･r･lnSt@wt･a･att･ne-lt)i change the auto industry of the
Today many compound changes are 】1appeI皿g tO
1 ne S一触d For Production E丘dency By F. W. Tbybr
world. Here are some examples of the changes
Frederick Winslow Taylor (1864- 1915) isknown to many production engineers Us. Auto Market Share
First Topic is about Big 3
around the world today as the " Father of E艮ciency"･ Heinventedthe tine and tile
The US autogiant, GM, is reported to be on
motion studies so that today we are able to improve production efficiency･
verge of bankruptcy d-ue tothe shrunken domestic 40%
Tdor came tO Japanseveraltimes togive his lectl汀e in 1910'S･ Inthose days,
market and strong Japanese competitors･Why did 20%
his "scientific management" approach to production efBciency was accepted as
Big 3 follow a path of dedine?
revolutionary.
Inthe past,they depended upon a-kinds ofshaky 80
To understand his teaching in more detail, I picked･up and read his famous Classic
good fortunes to survive. But more fundamentally,
book "The Pdnciples of Scientific Management"and l was much impressed by his Auto Sales blVoh'atlOnS 2007
Big 3 have lost US market share to 8 Japanese .5        15 (Mll
Gemba･based observation and SCientiBc analysis of production problems (Muda).
automakers as shownright : Namely80%in 1980 1-sA
He established "SCienti丘c management"
to 50% in 2008. In other words, US car makers china
Japan
by deleting the old "Rule of Thumb
are not competitive anymore･ They depended too Germany
Management". In other words, before Th PrincI'p/es oF heavily on the following 3things to survive ln the Russia
LTK
Taylorthe manufacturing factories were ScI'entiFI'c Managemen I
past. : The gigantic domestic market, Italy
run and managed (or more strictly
Money-making fun-size pick-up trucksand FBrraanzCl;
こ｣
controlled) by t,raditional foremen or
丘nancing business･
masters. Taylor's scientific management
second Topic is About Small Cars
i8 Characterized bythe following three
Recently, Toyota released a complete new
S ･letters>
which is equippedwith a 1 liter highly fuel-efBcient
engine for four passengers･ They predict that this type
of a mlCrO passenger Cars Win be the main stream of the
world auto makers forthe middle ｡ass people in the
developing countries in the future･
TF'Gr i tank ES mt也I the v氾JSD,が'rxde'n a

Ean血cr eTg血tn犯y,爪M rn1m/ r印加15 Autoindustry w山be not so lucrative business any more because they make and
6nSl｢ A耶L-dvl･よaコdtetlrT.SjJ'Lercldd仇
Iヽ■:I ･.-こ1---､LL亡こIL:17 -･.qr や.･･,: I-lrl

-ALdlT Du由れ｡;虎J U汀叫 sell smaller cars.

Third Topic is About completely New Cars
Molle SOOnerthan we are predicting today, Completely new cars will emellge tO
(1) Standardization -- ･･ AH opetatlloD PmCedzLreS and opetaiiHg CODdtb'oDe RZUSt
replace the conventionallnternalcombustion enginesI
be standaTdzed to LZZL-mi血相n-abib'ty
some experts anticipate that the hybrid will be used as only a temporal.y
tZ) Specialization ･････ Workez=s RZUet be tTBLIDed a.9 8PeCibEs由ia the speciGed
substitution before it lS being replaced by electric cars or fuel-ceu cars earlier than
TWOLk cIBSSiGcB tjoD band
forecast today･ Many non-auto cOmpanies心血participate lnthe auto business･
(3) SimpliGcation -･- CperablDgPrOOedzLZleS aDdpyoducblaD processes LZZuSt be
And at the same time SOme COmpOnent COmpanleSwill losetheir whole business
bmkeD -down it2tO Siazple eleRZeDtS rW klgh emeieBCy
because the new cars do not need engines, engine cooling system and exhaust gas
system ･                    旦幽
n)day, too much job classiScations being blamed aS anti productivity･

End of Massage
 三人1ク-I LIL"I(し

イニゝ

仁■ TLIGγ岨Ll
わ化?tuて止-レr,J紺∫､ 7ニe
lつ,oLi塊一 視LLCb J

)
一一三 Ll_
Ll TftL･､.l､
Date Janllary 27 2008

ONE ･PAGE Uル山裾T";･｢)

盛.聖,;A;
啓.破漢工学tン9 7シ芳アシ

PubllShed by S Yoshlda GTR Instltute Tokyo Japan

t･二･111:=l L⊥ LrrLこし■い1.⊥J't_上./

莞諾ul lCLt仰し-し9
r Job Rotation Part 2 p,oct pと(詔tL- 七山ん-了十-右∼･ラ-払軒-)レL T
In One Page Information #143, I wrote a short report about a job rotation scheme

仙篭芸蛋LhPiS憲意謡炉叫
_/山7qしJ
at Toyota Motor assembly plants in Japan･ According tO the scheme, workers are
changlng OPeratlOn Stationsalongthe moving conveyor every 2 hours･ Everybody
knows that the periOdlC 一ob rotatlOn has many advantages for assembly workers･

First ofall lt removes tlnng repetitive fatigue and monotonous apathy from the
w.rkers. But at the same tlme, frequent job rotation System lS apt tO Cause 三二急墨㌣慧悪霊芸崇急L帯㌫
quality problems and results in inefficlent PrOductivlty Whenthe system lS
implemented without proper training and guidance･

Also lt must be pointed out that there are some people who do not llke to change
jobs while other people are willing to acceptthefrequent lob rotation and
multl-Skill operations.

Asthe matter of fact, the questlOn ln COmmOn arises whether or not to glVe
additional wage fb∫ the added operations･ Ifyes, how much?

From my experience,the additional Incentive wage should be mlnimalif you

want to succeed.When the incentlVe lS directly proportionalto the number of
acquired operations, WOrkers are made Interested only ln the number, not ln

quallty Of operations･
Asthe first step toward the Job rotation scheme, workers are tralned in
multi-s女ills using "Muユti-Sklll ≠alnlng Matrix System" as shown below･ There

are 4 levels oftralning ln this system･

Level I ---I At this level, the workers is glVenal1 job-related王nformatlOn rnqL JLJ''t'LlhJnL

Level L -- At this level, he is to_Learn how to do this OPeration

Level U --一一一･ At thlS level, he lS gP-tO the standards in speed and quallty

Level 0 ---- At this level he lS QK (certified) to traln WOrkers

JAUUr 紹添,,R,ATWNtl 劔

㌍≡
鍵弊空襲革ニ 剪

; 沌顋 調

m慧 悪霊 也 偃r 和雄恕蛮 -萄新羽 を畠… 亦ｶ末 芽.

淑妄_幸= 閉 ､一 兔 闔｢ て++辛
≡≡≡≡≡ 登も ﾄ i l ｩ鈔 ﾅﾂ

∩､

t__ 睦 蔓鐸__- 郵+3ﾕ ﾒﾒ

主;.芸. 冑 ﾒ 坪ｮﾈ爾
End of Report
ProductlOn Management (Prof YO SHIDA Shuichl)
Student name Yonl ArdlantO
What is StandardTzation?
Student ID 52108018 January 8, 2009
1･ Standardization isthe･

i fh of deveJbping and ogreeku upon technicqlstqndbvds.

日. Best technical applicatH3n COrml wisdom, inclusrve of processes for selectLOn in maklng aPPrOPnate Choices for

EMfLOYEE INVOLVEA4ENT rat仙on coupEed with印nSistent decrsioru for maintaining obtained standards･

iii Process aiming to deflne common and rrLLrbQJIy qgreed (technical) solutiorLS between relevant stakeholders, for the
The 1)rmCll)lesthat emplovee should be informed: beneP ofqu irNOrVed.
･Substantialchanges lnthe汀WOrk organlZatlOn 2 5tandards are the documerrFs that estqbnih unqoTm

･FinancialpositlOn Ofthelr OrganlZatlOn i Englruenng Or technical specqkqtjons

･Changes to contractual relatlOnS lL  亡触Tio

･ Slgnl丘cant planned iii Methods, processes, or praCtH:eS

i MqndqbryW,
3  NatLJre Of Standards

Benehsforthe comDanV:
･Ident16cation of potentialproblemswithemployees iT DeJdcto Stondords - Informal but dominant status
Hi. DejuR Stqndqrds I ForrTul kgal requirements.
･Identlfication ofemployee suitability for a work position
4 FormaI Standards bodies such as the lnkm血J Or叩niiqtion Jor Sbndqrdiiqfion lJSOJ or the AmerEcon NqtiorMI SFqn血｢ぬ
･Optimization oflnVeSted resources andumcovering of the actualneeds of employees
hsfitute are Ehdependent qfdk mqmddcturers of the goods for which they publish standards
'lncrease in employee loyalty
5 辿ofStandardizatlOn:
'hnprovement of lnternalcommunlCatlOn
i Cbmmodqkqh (independence of Singk supprrers)
'DeslgnatlOn Ofan optimal employment policy
i i CompqtibHhy
･Prevention of crlSIS,fluctuation
i i i lnknperqbiIEty
･AchleVement Ofhlgher performanCewithout lnCreaSlngthe number of employees. Employees generally have a iv Sqfbty
comparatlVe advantage ln informatlOn andknowledge onthe shop-floor v  ㈱
'Improvement of the relatlOnShlP Ofemploy甲tothe company
vI. quq〟叶
'Increase ln emPloyeeperformance and maximum utillZatlOn Ofthe human potentialm the company
仙Standardization is nec馴?

Bene丘tsfor emplovees: Benefits of Standardizat旧n

`CreatlOn Ofa motlVatlOnalwork envlmnment; employee Involvement ul Processes lnthe company i Minihizes vqrbbimy, hence incr朗SeS e用clenq.

'Determinat10n Of expectations and hldden needs ii Facilitates Perforrnarm evq山qtion of human CapitaF and productH3n SYSternS.

●Uncoverlng Ofthe actual needs of employees iH･ ProvideS Ckar guEdeJines for product10n.

･Uncoverlng Of problems between employees iv Encourages the Jyee m○作meがqf goods, opens up new markets, and enabk new economic hWdeb. Ft removes trade barners

through harmonisatron, and the safety and heaM1 0f citはenS

vI C｢eates economies qfsEqJe while at the same tirTle increaslng OPPOrtunitleS for Product d肺erent旧tK)n and compe鮒on and servJCeS.
How to Involve emDlovees:
vl･ Facllitates reseqrd7 PrqitEtS. rt Strongly Supports the dissemirLatH3n and upgrading of project resuks′ widens the expk)itatlOn
There are severalchannelsthat can be used:
･qualitycircles potentral of project output, and provides projects with access to a large pool of external expertise.
vH･ BuHds a competitEve qdtwnbge - Creates the ability to test according to internatl0nar∼ agreed pnncIPkS, hence bnngs projects
'Team bne丘ngs
h唱her internatK)nal recognition and new opportunitH2S for coILaboratl0n by enabling rwrkef seqlegulqtjon.
'Trade union representatlV郎

･ Staff suggestlOn schemes

What kinds of Standardizations do we need?
･Employee attltude surveys
Four rTujor categorleS Of Standards
Consultative commrrtees i Fdmenhu standards - corming terminobgy, corNentl0nS, SlgnS and symboレs, etc,･
●Self-managlng WOl七teams
ii Test methodt and onqbniis standards一measurng characteristlCS Such as temperature or chemical compositH)n,
･Job redesigIJennchment
iii SPerqEtqtion standards - deflning the characteristics of a product or servKe and their performarm threshords, eg inter-
changeabllity, heakh and safety, or envlrOnmental protect10n;
How to仕aln employees: iv OTgqnihtEon standards - descnblng the functHm and reLatiorTShips of a company, as weFl as eレements such as quauty asSuranCe′
●tb training can be conducted in the wofkplace by employees who are approprntely trained
maintenarw, Or productK)n management′ etC.
'Internaland external haining
A tvDicql standard蜘On DrOCeSS:

The Challen琴eS : 1 First, a mqrkef need for a new standard or standardizatlOn activity has to be岬and recognized among a sufficierrt number of
･Decisions may be delayed and valuable lntemal resotmes wasted lnthe process whenthe management power of rrはmbers of a Standards organizatH)n;

decision-making lS Shared wlthempIoyees･ 2 Subsequent∼, a set of requihements has to be dhdted, under叫ng the actual technical speciflHtm work (u仙aF吋referred to as

･EIalso requires Substantial supplementary lnVeStmentSincludlng worker tralnlng, Which pays offonlywitha comI77erClal, user 0 r ♪∫nCdonql req u i re me nts);

3 Based on consensus reached among the organizatH"'s members on these requirements, a SPeC軸心On is drafted by a group of
conslderable tlme lag
･ExtensIVe EI practices are likely to lead to stronger bargaining power for employees and may distort corporate lechnEcqlexperb,
4 0nce the draft speciflCatlm is flrLalized, a formal qppr…J process is conducted, this may be Hmited to the organizatHjn and its
decisions, resulting ln a detenoration of corporate performance.
･EI programs do not solvethe assocl山ed丘ee,ndmg problems members, but may also invite a wider audience, e g. to broaden the support for, or impact of the future standard;
5 After its approval, arrangements are made for tesbg or (serf-) CedqENtiorl by the industry, in order to guarantee interoperabil叫

between different lmPLementatH)nS, this may al氾enCOmPaSS devek)plng refererm implementatHjru Or implementatKn gUidelin朗,
CollClusion:
6 FlnaE∼, a mqihBenqnce or peribdEc review process wI" be embedded in the organはatiorTS Procedures to errsure the standard wllF
･Put sufBclent resources into developing and trainlng managers tO become effective people managers ratherthan
rerTlain in sync w托h market requirements
Just task managers When pbnning its standardizatlOn aCtivitleS and goats, your project should determine地車of the process steps it seeks to address, and in
･Provlde expenence of effectlVe employee Involvement, perhaps byvisitlng Other organizations
how rTW SeqUentlal steps it aims to partlCipate
･Use employee mvolvement practlCeSthat create real change Job enrlChment and self-managing teams are the most
effleCtlVe
Who Re乱Ilates and Val舶tes Standards?
･Show clear, tmamblguOuS COmmitment to employee mvolvement丘omthe top of the organization

･Adapt performance management systems tothe goals of employee lnVOIvementL

lSO IS the world largest stqndqrds developlrlg OrgqnimEllolT･ Between 1947 and the present day, 150 has pub/IShed
･Use clear,丘equentand effectlVe two-Way COmmunlCatLOn.
more than 17000 lrltemOtiollql Sfqndqrds, ronglng from sfondords for cT亡tIVlt/eS Such os ogrICuJture and conStruCtJOn,

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KaizenStrategy1㍊派だ､-

･..Then1 manag 坊ﾖV蹌

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･:.ProvidesuppDrtanddTreCtionforKaizen ○Applie ■Perso 芳匁ﾖ 逞 'G6 fﾆ貿R

EStablishpoFLCyforKaizen.
○RealizeKaizengoalsthroughpo】lCy

PY ･:.Buildsystems′procedureandStruCture

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':'Supporttheprocess-orientedwayofthinking.
･:.DeployandimplementKaizengoals.
･:.FormulateplansforKaizenandp｢ovide ･:.Japanesecompanieshavesuccessfully
○UseKaizeninfunctionalcapabilit岳es
designed,manufactured,andmarketed
･:.EstabHsh,maintainandupgradestandardS. guidancetoworkers.
･:.EmproveCommuniCationwithworkersand competTtTveproduct.
･:.Basーcunderpinningforthebest｣apanese
sustainhighmorale.
traimngprOgram.
':'SupportsmaHgroupactivitiesandindividual
･:.HelpempFoyeesdevelopSkiFESforproblem ':'30yearsexperienclnginKAIZEN
suggestionsystem.
solving.
･:.ProvideKaizenSUggeStions

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 Product10n Management, Jam 8, 2009
Santiago VISBAL, 52108004

KAIZEN: THE ROLE OF TOP MANAGEMENT

As we have learn, Kaizen if a Japanese philosophy of contlnuOuS improvement･ which has been
taken to the workplace ･ Kaizen is aimed to the improvement of the work environment, which
subsequently leads to an increase in overall productivity. Kaizen should involve everyone in the
company, from top to bottom: workers, managers, staff, top management･ Specifically , the role of
察誘;-こ轡三..T減撃 誓"e=oe!ae top management is criticalin the success of the implementation of Kaizen･ One of the reasons is
that Kaizen should be taken as a strategy, andtherefore must be prolonged inthe long teml･
sl⊃nPOJd10^lHenbJVl01.:.

l!elVl.:. In his book Gemba Kaizen (1997) , Masaaki Imaiestablished the three most important requirements
∂つE2Ed10alSeNt'^llSOつく-q⊃01SUl.:. for the success of Kaizen:

u叩e｣adopuesuo!1つnPO｣du!^⊃uepunpall.:. 1. Top Management Commitment

^lPedpコPUe^1!^!pnPOJd爪01.:.
2. Top Management Commitment
ミミ1ぎ芯還｢3u!ule｣110UJ!U∂ddeLHELl州≡芸三二:;㌔_
rm
3. Top Management Commitment
･.:.仙 套r

The importance of Top Management lS related to:

1. To assure continuty: as I just mentioned, Kaizen is a strategy, not a fashion,and onlywith

the support of top management it can suⅣive
■■■■■■■■■

pLLNLblJqtJq7mFdAEl

■SP｣ePUelS 21Allocate resources and time: it is required the best personnel to manage kaizen, therefore
9ulPeJ9dnぐU∂Z!eHu!∂ledpJリeds∂∂^oldu∃.:. they should be trained and educated･ If, on the other hand, top management is focused on the
'sluaLLla^OJdLDr乱lMeu｣OjLualS^S short ten pe血mance, they will not be willing to dedicate tlme for kaizen activities
Pal),Y∃I (suJ∂lqO｣daLlll!UuPeueコ^POq人｣∂^a)aJnlln⊃ aleJOd｣oつeBulLLSlaqelS∂=SLualqOJdaLJla^lOS.'
uo!lSa9別1SPaluauO-dnoJヨぐSaPJP⊃D':'

3･ Employees should see their ideas beiTlg addresses: and be仕er way that seelng top
'suo!lSaB3nsLJSnoJLIluaZ!eH management support
LSuJalqOJd s,uolle｣Od｣o⊃9ulZIU30コaJL11!NtSUtZlSUaZ!en:.
u!saa^olduaa^IO∧ulluaLua3eueul85∈Iueder':'
'^LP｣e｣aHuOlleZlueBJOaLllJOSla^a=le Top management canparticIPate in the success of kaizen by:
lEaJdo∋dsa∧lO∧u!lu∂u∂∧OJdul!SnOnU!lUOつ.:.

､芸…慧iu2d町U室∪∂Z糊ulSaaAqdu1∂宮u■U胤1叫竹薮…:_-
1. Personal involvement: one of the best way to lead is by example
≡-…33望遠まuederU!u∂Z!eyu!Saa^OLdL鵬3utu柑｣lALW≡盗-W=,､一一

2_ Preaching the message: as I mentioned before, kaizen if a philosophy, and it must be spread

3. Top management should alticulate clearly what arethe company's goals･

The particIPation of top management will produce positive effects, such as:
叩●血WHtJq7WF.ud Iul叫Lm ■asIUadxa∂つueuJ｣OJJadqorpuE2SlllqSa3UE'LJu∃'''

1. Itwill certainly motivate the employees

ヨE,u ap JlL1

2. It wollld make awider and deeper transformation and improvement of the corr.pany as a
whole
-ヨuL^JOS LUalqO｣dJal}aq<-}Uaudop^ap-1laSu!a鮎Su∃.:.
:.㌔-..-､常_ 読諾遜 ≡-;-I-議書.之UaZieuu! 豆ﾇT ﾅ V 6 VVFW"罎
3. By working together, all part of the company would be aware of the areasthat can be
●doLIS司JONLaLJlu!auJIdpslPa⊃!peJd.:. improved

Y,=よ.jnl.ち S∂∂^ozdLUaヨulu陀｣}叫JVi;芸宗㌻､. uaz!eHu!∂如3U∃.:.

4. The improvement could be spread throughout the company. For example, not only on the
shopfloor or production line, butalso administration, dispatch, customers'services , etc･
･-%j;獲慧SJa巧jO州-lU∂u'a^FO^u!u言Z!2月]宏訟≡_

5. It creates a momentum, whichwill generate more and more involvement,

Therefore, the cominuous particIPat10n Of Top Management, will guaranteethe success of

Kaizen