Session Overview “Ways we do vs. the ways you do” How Ideas of “Kaizen” are different from � This session will offer an introduction to the various the Western ways of improvement aspects of “KAIZEN” or Problem Solving(PS), focusing on Japan’s culture and philosophy, organizational structure Quintessence of KAIZEN and process, also human resource management. � Will give understanding the characteristics of Continuous Improvement and the influence that business has had on M ay . 5 2017 over Japan’s economy and society. � Further, will focus not only on your understanding about PS, Yutaka “JOE”Fukuyama, CMC but also on implementing of PS in your own workplace. � And even give understanding what key - activities such as RIIM ChuSanRen/ChuSanRen behavior change are necessary to implement real Continuous Improvement in all kinds of organizations, ( Central Japan Industries Association ) especially over all Asian-Pacific countries and regions. 1 Airway vs. Jeep way Establishment of “ KAIZEN ” Your Way Targe get Level Ou Our Wa Way Improve ( Lift Up ) Maintain ( Keep ) Here Her Time 2 3 1
Why our system doesn’t work well? Japanes ese approa oach on on Quality ty of of Wo Work Why can’t we change？ Well Balanced Should be N Tug O Changes in market of Cultural differences Problem Solving E L War W D Collapse of prices People and Hu Human Reso source Partners Traditional W W System Sy Process A Seniority A Current Y Y Philosophy J-Mgt. t. Life-long In-House Employment Labor Union . “ The Toyota Way ” 4 5 Major Emphasis on Strategy From Automobile Industry Where is the major emphasis of company strategy? “New Idea” • New business development Creativity • Work creativity, innovation � Frederic W. Taylor • Leeway, amenity Work measurement, “Activated” Vitalization Work-factor analysis • Corporate internal diversification • Consensus ⇒ 3 S “Without waste” Efficiency � Henry Ford • Cost down • Productivity improvement • Quality stability, assurance � Alfred Sloan 1970 1980 1990 2000 The first Ford failed because of his firm conviction that a business did not need manager ers and manag agem ement ent. All it needed, he believed, was the ow owner er-entrep eprene eneur with his “ helpers. ” （ P. Drucker “Management” ） 7 6 2
Change (“Practice of of Management” P.Dru ruck cker er) ‘ Lead ’ Your Way vs. Our Way There is a second demand the enterprise must make on the worker: Mr. Kume, former President of Nissan Motor that he be willing to accept change. Innovation is a necessary function of business enterprise; it is one The leadership from now on must not be standing in front and pulling just of its major social responsibilities. It requires, however, that people like the steam locomotive. For example, each carriage of Shinkansen change their work, their habits, their group relations. runs in its own motor. It is controlling by synchronizing the revolution of The human being has a capacity to change beyond all other animals, but it is not unlimited. In the first place, while man can each motor and running at same phase. （Nikkei, ’87 /Aug/17 ） learn amazingly fast , his unlearning capacity is much lower After Before (fortunately for the race) . We know today that learning capacity Shinkansen S team L ocomotive does not disappear with age. But the more one has learned the more difficult is unlearning. Experience rather than age, in other words, is the bar to easy unlearning and with it to easy or fast learning of new things. The only way to get around this is by making ability to unlearn itself part of what a man learns . This requires that one learn by acquiring knowledge rather than simply by experience. 8 9 Everybody Participates = “ Empowerment ” “ BALANCE ” Maximum Utilization of Everybody The work of the manager, in other words, is complex. And every Everybody works for the same direction one of its categories requires different qualities and qualifications. Setting objectives, for instance, is a problem of balances: a balance nce between en business ess results and the realizatio ion n of the principle ciples s one believes es in ; a balance between immedia iate e needs of business ness and those e of the future ; a balance between desirable e ends s and available le means. Setting g object ctiv ives es therefo fore e requires res analytica ical l and synthesi sizing zing ability. 1. Create a company-wide policy by Top management Organizing, too, requires analytical ability. For it demands the 2. Everyone understands the top policy most economical use of scarce resources. Bu But it deals with 3. Every manager must develop his/her own department human n beings; s; and therefo fore e it also stands s under the principle iple of policy according to the top policy justice ice and require res s integri rity. Both analytica cal and integrit ity are 4. Everyone must have positive attitude and would like to simila larly ly requir ired ed for the develo lopment ment of people. le. solve problems, depending not on the technical expertise (“Practice of of Management”) but on management ideas 10 11 3
Ho Horenso (“Spinach”) Weave a beautiful cloth Hoshin Management Report (Policy Deployment) Weft Warp Functional Communication Management A transmission activity between several persons to mutually (Function Deployment) understand the heart, feeling, thinking, opinion and facts. 12 13 Pa Pass ove over & Dash of off (PODO DO) PDCA Cycle Purch Equip Deliv budje Sales Stock HR Design Produce ase ment ery t Management Action Plan From top to bottom System Go an Go and Se See Control for fo System Yourself elf Check Do Operation System Total Control of Q, C, D, S, M, E 14 15 4
How to hand over the baton (Takeover) Integrate THE System Decide What to do Understanding of Environmental Mission Change Target ・ Zen-in Keiei Cooperation Responsibility Know Process ・ Results Each Other (Baton Passing Communication Runway with each other Zone) 16 17 Focus on an Average Man Middle Up and Down Major Present Past Our Your New Target Old Target Information Top Propose Authority Authority for making Few Policy Inform of Middle Policy 60 ～ 80% Information Lower 10 ～ 20% 10 ～ 20% Evaluation 1 3 5 Top Down （＆ Bottom Up ） Middle Up and Down Japanese ‘Bottom Up’ Way 18 19 5
Styles of Managing Old and New leader model (From now on) (Until now) Art Ar So the place to be inside the triangle: Praise Reproach (Vision, effective managing requires some blend of art, Listen Speak, Tell Creative insights) craft, and science, whether in the person of the manager alone, or else in a management Statistical Assumption team that works together. In other words, Confide Hide management may not be a science, but it does Develop Solution Find someone to blame need some of the order of science, while being rooted in the practically of craft, with some of Bolster up Repress Management the zest of art. p.127 Welcome question Do not entertain question as Blending All Around Think in medium & long term Think only of short-term Practice The manager is close to the workflow, but also connects significantly to the outside world, Think from the root Think just adjustment and most importantly, blend s them together. Sc Science Trust (belief that human Distrust(view that human Cr Craft p.137 ( Analysis, (Experience, nature is fundamentally good) nature is fundamentally Systematic Practical Learning cunning) evidence) Generate the best solution Only one answer (Open ended) (Closed ended) H. Mintzberg “Managing” 20 References Japanese Way Of KAIZEN Practice Taylor, F. W. “ Scientific Management ”, 1911 Learning by Doing Druker, P. F. “ The Practice of Management ”, 1954 “ Management ”, 1973 Sloan, A. P. JR “ My Years with General Motors ”, 1963 Company-wide Problem Solving Abegglen, J.C. “ The Japanese Factory ”, 1980 Koike, K. ‘ Learning and Incentive Systems in Contemporary Japanese Industry ’ in Masahiko Aoki and Ronald Dore, ends., The Japanese Firm : “The Sources of Competitive Strength ”, Oxford : Oxford University Press, 1994 Leika, J. K. “ The Toyota Way ”, 1978 To master Japanese “ Accomplishments ” Ohno, T “ Toyota Production System ”, 1978 Mintzberg ,H. “ Managing ”, 2009 Ken Blanchard, Spencer Johnson “ The One Minute Manager ” , 1986 � Keep (Maintain) 守 “Shu” Welch, J “JACK” 2001 Bloomsbury “ Pocket Dictionary of Business ” 2010 � Break (Improve) 破 “Ha” Oxford “ Oxford DICTIONARY OF BUSINESS ” (Second Edition) 1996 Revans, R “ The Theory of Practice in Management ” 1966 � Leave (Innovate) Rother , M “ TOYOTA KATA” 2010 離 “Ri” 22 23 6
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