Golden Rules of Gemba Kaizen | There are actually five Golden Rules of Gemba Kaizen for better improvement of production flow levels.
Sadly, most managers prefer their own desk as a workplace, and they have as a rule, there is a desire to distance oneself from the events taking place in the Gemba. Many executives only come into contact with reality when they are cooking. daily, weekly or even monthly reports and participate in meetings.
Staying in close contact with Gemba and understanding it is the first step to effective production management Object.
Hence the five “golden rules” of Gemba management:
- When there is a problem (abnormality), go to the Gemba first.
- Check Gembutsu (or are the items there).
- Accept temporary countermeasures on the ground.
- Find Root cause.
- Standardize, to prevent the problem from recurring.
[1] When there is a problem (abnormality), go to the Gemba first.
Management’s responsibilities include hiring and training of employees, setting standards for their work, design products and processing. Management defines the conditions in the Gemba and that whatever happens, he must react accordingly. Executives are required directly study the situation in the workplace. Hence the axiom: “Go first in the Gemba.” Needless to say, in the event of any problems managers and craftsmen should immediately go to the scene and carefully watch what happens. Bringing the arrival to the Gemba to automatism, the manager will develop confidence that this habit will help him in solving specific problems.
[2] Check Gembutsu (or are the items there).
Gembutsu in Japanese means “something” physical or material.” In the context of Gemba, the word may refer to a broken machine, a defect, a damaged tool, returned products, or even a customer complaint. In case of any problem, managers need to go to the Gemba and check the Gembutsu.
Looking closely at the gembutsu in the gemba, constantly asking “why?“, using common sense and an inexpensive approach, managers, without applying complex technologies must be able to find the root cause of the problem. If you see marriage, then it is worth, for example, just holding the product in your hands, touching, consider and directly investigate to understand the likely cause of the defect.
[3] Accept temporary countermeasures on the ground.
Some executives believe that, when one of the machines breaks, the gemba for managers is not the right place in the shop, where it stands, and the meeting room. There, managers get together and discuss the problem. without going to the gembuts (in this case, the machine), and then everyone expresses your opinion.
Kaizen begins with recognition trouble. Having learned about its existence, we are already halfway to success. One of the Duties of the master – constant attention to the actions on the spot and identification problems based on the principles of gemba and gembutsu.
It is important to note that kaizen workers, who are characterized by a desire for certainty and self-discipline, never leave kaizen efforts in the third stage (temporary countermeasures). They move on to the next stage, identify the real causes of the problem and accept Measures.
[4] Find Root cause.
A lot of problems can be solved very easily with the help of gemba gembutsu principles and common sense. If you are careful to look at gembutsu where there is a problem, and to identify its root causes, then many gemba related tasks can be solved on the spot and in real time Time. Other problems require serious preparation and planning, such as some technical difficulties or the introduction of new technologies, or Systems. In these cases, managers should collect detailed data. They can also require some sophisticated tools.
Unfortunately, many managers believe that it is necessary to study each situation in detail before implementing any improvement. In reality, approximately 90% of all problems in gemba can be solved. immediately, if managers see them and pay attention to them in the workplace. Masters should be taught to use kaizen and explain their role.
One of the most useful tools to find the root cause in the gemba – ask the question “why?” until it is Found. This process is sometimes referred to as the “five whys” because, most likely, the question “why?” asked five times will help find the source of the problem.
Suppose, for example, you see a worker sprinkling sawdust on the floor between the machines. The task of the manager in gemba is to implement the concept of “quality, cost, delivery”. However, problems and deviations from the norm are found in factories every day. This is defects, breakdowns of machines, disruption of production plans, tardiness to work. Whenever a given situation arises, management must resolve it and make sure it doesn’t happen again for the same reasons.
[5] Standardize, to prevent the problem from recurring.
As soon as the problem is solved, respectively, the new procedure should be standardized. And is involved in the “standardize-do-check-act” cycle. Otherwise, people are always will conflict. So standardization is the fifth and final gold. gemba management rule. When the problem occurs in the gemba. Is it about the breakdown of the machine due to metal chips clogging the drive. Or that hotel guests complain about the way faxes are delivered to them. The situation is necessary first carefully examine in terms of gemba gembutsu principles. Then find its root causes, and after the validity of the procedure created by To solve the problem. The new operation should be standardized.
Thus, every deviation from norms give impetus to the use of kaizen, which should ultimately lead or to the introduction of a new standard, or to the improvement of the current one. Standardization ensures the continuity of kaizen results.
One of the definitions of the standard is “the best way to do the work.” The gemba people, fulfilling his demands, thus the most ensure customer satisfaction. Since the standard is fixed The best way to do the job. Then people should always do the same thing, with using the same techniques. If they do not meet the standards in repetitive operations. Which often happens in the production process. Then on Output product quality will begin to vary. Management should clearly define standards for employees. As the only way to ensure customer satisfaction with the concept of “quality, cost, delivery”. Managers who do not take the initiative to standardize the working procedure, lose the ability to control the gemba.
Hopefully ! These article for : Golden Rules of Gemba Kaizen may help you to improve at your production floor