Moshi Moshi brave Leaners!
現場 Gemba "the real place"
In lean manufacturing, the idea of genba is that the problems are visible, and the best improvement ideas will come from going to the genba. The genba walk, much like Management By Walking Around (MBWA), is an activity that takes management to the front lines to look for waste and opportunities to practice genba kaizen, or practical shop floor improvement.
VIDEO How British cyclists transformed into winning machines? by @javiermardona
Sir Dave Brailsford is the manager of the cycling Team Sky Team. Previously he was programme director of the British Cycling team.
At the 2004 Olympic Games Great Britain won two cycling gold medals. Under Brailsford's leadership, the cycling team continued to improve. Great Britain led the cycling medal table at the 2008 and 2012 Olympic Games, winning 8 golds at both, while British cyclists won 59 World Championships from 2003-2013.
In 2010, Brailsford also became the manager of the new British-based professional team, Team Sky. As Sky Team principal he oversaw both Bradley Wiggins’ and Chris Froome’s victories in the 2012, 2013, and 2015 Tour de France.
He is known for a philosophy of ‘marginal gains’ at British Cycling:
"The whole principle came from the idea that if you broke down everything you could think of that goes into riding a bike, and then improved it by 1%, you will get a significant increase when you put them all together"
In this video, he explains his philosophy and he introduces another concept: the CORE framework.
VIDEO Ford T, changing the rules by Sergi Prieto
Front the cell production to the continuous production line. Ford T was the car that changed the world. The obsession for the process standardization made it possible.
Most of you might know the Ford T as the first vehicle produced on an assembly line.
It was a change in paradigm from a cellular production to an assembly line production. The responsible, Henry Ford, owner of Ford Motor Company at that time and his obsession to make it happen.
The need to supply the growing demand in U.S. made the company brake the rules and improve the manufacturing process. It made possible to produce a big quantity of identical vehicles.
In this video, you’ll see the process improvements that lead to reduce the production time from 12 hours to 93 minutes thanks to standardization.
Sergi Prieto, Lean Management Consultant
ARTICLE 朝会 ASAKAI, The Daily Huddle
MANAGER LEANING 1.Morning greetings: Take initiative and show example. ‘Good job yesterday. Welcome and thank you for coming!
2.Check work clothes, appearance and protective equipment.
3.Keep start time.
4.Report: Problems, Causes, Countermeasures and future actions.
5.Good news and success, not only the group but of the company.
6.Report: Accidents and safety.
7.Absenteeism and new incorporations.
8.Physical and environmental condition.
9.Confirmation of the daily goal for the TEAM on PANEL SHOP (MIERUKA: Been able to view the results immediately with the orderly display).
10.Contact and questions or ideas for Kaizen on Quality Control Circles (QCC) / Q-Charts.
11.Suggestions and encourage teamwork.
Passing the Ball-activity: The leader starts calling out what to do about the day to improve, passes the ball to the next and he also talks about his work on the project, until the end of the group. The meeting ends with a "group mind". For example shouting the name of the group with hands placed on the ball that holds the latter. Same activity may be made to encourage suggestions.
QRQC-QChart activities summary and greetings.
QCCs successfully and greetings.
12.‘Enjoy and work safety during next hours. Thank You !’
Koichi Kimura Institute, Eduardo L. García © 2015, Kaizen Leader
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