Management Kamishibai Reliable Plant 2011 Compressed
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Management KamishibaiSustaining Lean Operations
Scott E. Cornell
Outline
What is Kamishibai?
Benefits of Management K-Card Implementation
A Kamishibai Example: 5S
Kamishibai for Sustainability
The Daily Management System
The Management Kamishibai Card Structure
Using the Management K-Card
What is Kamishibai?A Visual Management tool that helps sustain improvements
• A Japanese word meaning “telling a story with picture cards”• A system with a board that displays a list of duties that need to be accomplished• A tool that standardizes audit and change processes• A system that allows for flexibility as the needs of the organization change
Safety • A routine audit system to ensure safe practices
5S • An integral part of the 5th “S”: Sustain
TPM • Documented routine work activities to maximize OEE
Management • Daily management system to develop and sustain cultural change
A Basic Example: 5SThe Kamishibai “Card” is a laminated, two-sided document that outlines the standard conditions of the work area
EyeletsVerify all eyelets are on hose
ends. If not, add them.
2 Daily 5 S Card
Cone cap
storage
5 Home PositionsVerify all buckets and buggies
are in their home position, and
labeled correctly.
3
4
Pic Tasks Action Completed
1Stickers and
Tape CLeanup
Verify no stickers or tape on
floor or posts. If any found,
remove it.
2
Verify all cone caps are in the
correct position. If not, place
them in correct position. Pick
up any cone caps from the floor,
and place in home position
buckets.
Verify yarn holders are all
attached to posts. If not, add
them.
Yarn Holders
6Hoses Attached
to Posts
Verify all hoses are attached to
post. If not, use zip ties to
attach them, following the
proper WIS (#LYWITU023).
M/C 26 Row A &
B
Top Creel
2 5 S Key Points
1
65
43
2
Entire area should be swept cLean. Any
trash should be removed.
Exam
ple
The goal of the 5S Kamishibai card is to capture the conditions of “Sort”, “Set” & “Shine”
The 5S “Zone” that references that map on the Kamishibai board
The 5S audit tasks to be completed in the
Zone
Pictures demonstrating proper work area
conditions
The 5S Kamishibai BoardSimilar to an area Metrics Board, the Kamishibai board is a visual management tool for rapid assessment of performance
Each zone matches a card. If there are issues that need
attention, they are marked with red dry erase marker in the
area that corresponds to the right zone
Job Instruction Sheet (JIS) for 5S K-
Card Process
5S K-Cards for Individual
Zones or Areas
Blank audit sheets and completed audits are
stored here
Record sheet of who completes which card, and any issues and
actions
Using Kamishibai to Sustain 5SThe presence and use of the Kamishibai Cards and Board facilitate sustainment of the 5S improvements
Cards, zones, and responsibilities can be modified as needs change
Visual standards are readily accessible
Audit responsibilities are outlined
Kamishibai instructions are available for training
Card filing system enables rapid assessment of audit completion rate
Dry erase board enables rapid assessment of work zone conditions
Accountability is NecessaryThe Kamishibai system enables an area Supervisor to rapidly assess the willingness of the shop floor team to meet expectations
But how many of your metrics boards, 5S boards, & human resource
information points have fallen into disrepair or are no longer in use?
Who is ensuring that the Supervisor is using the Visual Management tools to assess the correct items in the correct frequency?
For Results: Inspect what is ExpectedA culture of accountability is a product of the expectations implied by the
activities of the management team
Exp
ectation
s
Res
ult
s
Performance
Accountability
Creating the Culture of AccountabilityAt all levels within the organization a routine audit procedure should be in place
to ensure results are achieved
Kam
ishib
ai
Use accountability to build peopleAn audit serves as an opportunity to develop supervisory and management skills while ensuring sustainment
Coaching
Counseling
Mentoring
• Sustainment of Improved Procedures
• Establishing Routine Communication
• Clarification of Expectations• Removing Obstacles• Mitigating Conflict• Building Relationships
Developing Management KamishibaiEffective managers approach their roles with plans and expectations each day
Projects
Equipment People
24 Hour Day
Results What do I have to do today to be
successful?
System and Process ChecklistsManagement Kamishibai standardizes the development of personal daily checklists (that improve systems and processes) and incorporates it into an audit system
Individual Tasks
Routine Projects
• Task 1
• Task 2
• Task 3
• Task 4
• Project 1
• Project 2
• Project 3
Organizational Goals
Safety Quality Productivity
Organizational Goals Types of Task Lists•Mental•Paper Napkin•Day Planner•Back of the Last Shift Report
Management Kamishibai Card
The Management Kamishibai CardThe Management K-Card is a non-laminated single fold document
• A new K-Card should be printed each day
• The K-Card should be easy to carry (in a pocket or day-planner)
4 Sides of the K-Card• Routine Audit List• Audit Results and
Comments• Project List• Project Progress Notes
Routine Audit ListThe front left side of the K-Card is the “To Do” list
Divided into 4 sections for different periods of
the day
• Quarter 1: Begin of Shift• Quarter 2: Prior to Lunch• Quarter 3: After Lunch• Quarter 4: End of Shift
A 5th Section can be included for weekly or monthly activities
Lists of sustainment tasks or “Lean
System” audits to be performed
The Manager, Supervisor, & Continuous Improvement
Leader, should decide on the activities to be listed. Many
activities will change as needs of department change.
Audit Results and CommentsThe inside left side of the K-Card should be used to document audit completion and important audit findings
Contents & Uses• Audit Findings• Discussion with
Supervisors• Supervisors’
comments• Acts as a historical
document• Can be used for
disciplinary action
Accountability with the Mgmt K-Card
In addition to auditing a supervisor’s work area, the manager should routinely audit the subordinate’s K-Card
• A portion of the day’s activities should already be completed. If not, the manager should document this on his own K-Card, at the same time he is coaching and counseling
Review K-Card
• This should be a task on the Manager’s K-Card• As a Manager, begin by requesting to review the Supervisor’s K-Card. If
they do not have it, document accordingly as you coach and counsel themRequest K-Card
• Select a completed item and review any comments on the inside of the Supervisor’s K-Card
• Go to the area where the activity takes place and confirm that the task was done properly. Again, coach, counsel, and mentor
Audit an Activity
• If tasks were not done properly, coach the Supervisor on his work method• Provide appropriate positive feedback to the Supervisor and request their
improvement ideasDialogue
• Make changes to the Supervisor’s K-Card where appropriate. If a pattern of NOT following coaching and counseling emerges, discuss consequences that will occur if behavior does not change
Edit
Editing the K-CardAdding tasks to & removing tasks from a K-Card
Reducing Frequencies
• Audit frequencies should be reduced when a process is under control or no longer in use
Italicized Items
• Items added by a superior should be italicized
• These items can only be changed with the approval of the manager who added the item
• An audit should be performed to verify improvement and sustainment
• Corrective Action documents (5-Why’s, Training Matrices, etc.) should be used to support the improvement
Adding Items• Items should be added as process needs
arise
Using the Right Side – An ExampleA project-oriented manager can use the right side of the card to track and document daily milestones
• Extremely flexible• Should be suited to
the needs of the role
Right InsideRight Front
Right Side – Additional OptionsSome other layouts of the right side would be appropriate for different departments or managerial initiatives
The right side should support effective time management and document progress activities
Role Right Front Right Inside
Production Leader List of Employees Team Development Activities
Purchasing Manager Critical SKU List Inventory Management Notes
Finance Manager Monthly Reporting Requirement List Reporting Progress Notes
Sales Manager Customer List Business Development Activity
Quality Manager Quality Systems Initiatives Implementation Progress
Envisioning the K-Card cultureWhat does Gemba, Communication, and Accountability look like?
Clear expectations
Managing from the Shop Floor
Actively Communicating with Direct Reports, often face-to-face
Immediately Addressing Deficiencies
All managers participating
Well documented activity
K-Card StorageThe K-Card should be considered a Historical Record for project documentation, work history, and disciplinary uses
• Each day the K-Card should be hole-punched and stored in a binder or filing cabinet• Can be used as a tool for communication during shift changes
K-Cards for unique schedulesExample: Developing and using a Gemba Walk Card for an Executive Plant Visit
CEO requests a Gemba Walk Card from the Plant Leadership once the visit is scheduled1
Left Side contents could include facility audits and planned meetings2
Right side could include metrics and improvement project initiatives to review 3
The CEO would receive the Gemba Walk Card in advance of the visit4
The CEO should adjust the Gemba Walk Card to include “unexpected” audits 5
• Facilitate identification of opportunities to coach, counsel, and mentor• Serve as a Historical Document• Plan and Focus Activities• Promote Accountability
The Role of the Lean ManagerThe Continuous Improvement Leader should serve as the “ultimate auditor” for the Management Kamishibai System
Lean Manager
• K-Cards can be audited by Lean Manager
• Items can be added to the K-Card once discussed with the Manager’s Superior
Other Employees
Upper Management
• Upper Management Can Audit the Lean Manager’s K-Card
Key Character Traits•Respect•Humility•Coaching Attitude• K-Cards can be audited by
Lean Manager• Items can be added to the K-
Card once discussed with the Manager’s Superior
• Ensures that Lean Concepts are leveraged by the Management team
How to Get StartedAs a manager, you likely have many things that you must plan / do / check / act upon that promote continuous improvement. These are what you want to start your Kamishibai Card with. Some examples could be:
“Audit condition of X (poorly performing area).” Are targets and actual KPI’s posted & current? Are employees performing work to a standard? Is there a standard Job Instruction Sheet?
“Audit the Visual Management Boards.” Verify everything filled out correctly. Are there variances? If so, what are the root causes? What is being done? Who is doing it?
“Audit Shift Turnover Meeting.” Did the supervisor go over all KPI’s and targets? Did he discuss plan for the day, as well as potential safety or quality key points?
“Audit one supervisor’s K-card and History.” Is it filled out correctly both front & back? Is it being used as a flexible tool (should be handwritten notes all over it)? Go and see.
“Perform a 5S Audit of one area.” Are 5S Standards known and posted? Does the area look like it should? Are all tools not in use in their proper home positions?
“Perform a Gemba Walk with a supervisor.” During the walk is the supervisor asking the right questions? Are they looking for waste and addressing issues immediately?
Examples of Success
Front and Back side of card obviously being used
K-card binder showing previous several week cards
5 months worth of K-cards stored in filing cabinet
These are all examples of companies that have implemented a successful Management Kamishibai program to begin to standardize and focus management duties.
SummaryBenefits of K-Card Implementation
Flexible to changing needs in the workplace
Promotes Communication, Gemba, & Coaching
Enables Rapid Assessment at all Levels of Management
Integrates with existing HR feedback and disciplinary programs
Organizes and standardizes management work activities for efficiency
Functions as a historical record of project and process activity
Questions?
Scott E. CornellTechnical Director
s.cornell@argoconsulting.com312-543-2996 (US cell)
647-378-4306 (Canada cell)
Argo, Inc.737 N. Michigan Ave., Ste #2000Chicago, IL 60611 USATel: 1-312-988-9220Fax: 1-312-416-7920 www.argoconsulting.com
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