1. Select a theme for each walk
2. Question the supervisors
3. Listen (and learn) attentively
4. Share what you learn as you walk
5. Write a short memo on what you learned and post it for all to see
6. Follow up to see that progress is being made
|
2. Quickly Rule – the problem must be dealt with and solved within 30 minutes, not put on a list or in a report for action at another time. 3. Actually Rule – if possible play back or recreate the process that occurred before the defect. 4. Support Rule – the person who detects the problem has primary responsibility for solving it, but supervisor and fellow workers can stop working and lend problem solving support. 5. Shut Up Rule – the discoverer is expected to solve the problem and be allowed time to dicsuss the problem and attempt to solve it. Others can help but the supervisor or manager must keep quiet and give the person a chance to solve the problem.
The King Looking out Onto the Land In the Hot Sun Where the Pigs are
Gemba – where to go to understand: not in the office or a conference room, but in the real place.
Posting project team information on the wall of a dedicated ’situation room’: Mieruka: visualization Personal Magnetism: Jinbo. When Toyota evaluates their supervisors and managers they emphasize process performance, learning, and teaching over results, goals, and objectives. Adhesive Strength: Nebari Tsuyosa. Persistence and resilience are Toyota’s measure of manager performance. Drinks with fellow workers: Nomikai. Sharing information, learning by visiting. "Let’s Yokoten": communication is viral, literally: unfold or open out sideways. Committees: Iinkai; every Toyota employee belongs to several. Self organized study groups: Jishuken. Consensus building; shopping an idea around: Nemawashi.
|
 
|
|
Copyright © 2010 Lean Sigma Supply Chain - All Rights Reserved |
|
1. Ownership Rule – the person who first detects the problem is responsible for finding the root cause of the problem.
Everyone working together in a large room without partitions: 
