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Keisen Consultores - Mexico 1
Dr. Ricardo Hirata Okamoto.
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Reduce errors & complaints.
Reduce costs and waste.
Reduce process time.
Increase productivity.
Reduce Accidents.
Increase the level of service (delivery).
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Increase customer satisfaction, sales andretention = PROFIT
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Continuous Improvement System
Structure ApproachesControlareas
Individualor
Teamwork
Training &Develop.
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Continuous Improvement System
Structure ApproachesControlareas
Individualor
Teamwork
Training &Develop.
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Improvement SystemStructure.
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SATISF.DEL
CLIENTE
LeadershipModel
ProactivePlanning Model
Customer /Market Model
Humandevelopment
Model
PersonnelCommittment
Model
PerformanceAssessment
Model
System &Process
AssuranceModel
Environmentexploration
Model
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Improvement & Innovation Model
Information & Communication System
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SATISF.DEL
CLIENTE
LeadershipModel
ProactivePlanning Model
Customer /Market Model
Humandevelopment
Model
PersonnelCommittment
Model
PerformanceAssessment
Model
System &Process
AssuranceModel
Environmentexploration
Model
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Improvement & Innovation Model
Sistema de InTraining & Development
Proactive“Benchmarking”Best PracticesCompetition
Emerging Markets
StandardizationMgmt. SystemsISO, TS, Others
Daily Mgmt.Strategic Mgmt.
Impacts / Results
Vision, MaturityCoaching,Mentoring,Feedback,
Recognition
IdentificationSelection
NeedsTranslationR&D / NPD
Training &DevelopmentCompetencies
MentoríngNetwork Mgmt.
PeopleTeams
DisciplineUnity
NormativeProactive
ImplementationEvaluationFollow up
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Tops Mgmt. Council/ Committee
Training & Devel.Training & Devel.+ Internal
Consultation Unit
Projects & Initiatives
Plans & Programs Mentores Internos
Individuals & Teams
Planning &Change Unit
R. Hirata-2013©
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BU Top Mgmt. Committee
BU Planning &BU Planning &Change Unit
BU Training & Dev.+Mentoring Unit
BU Plans & Programs
BU Projects & Initiatives Individuals & Teams
Mentors & Facilitators
Top Mgmt. Council
Corporate Planning & Change UnitCorporate Plan &
Programs
Corporate Projects &Initiatives
Individuals & Teams
ExternalConsultation
R. Hirata-2013©
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Comité de UEN
BU Planning &BU Planning &Change Unit
BU Training & Dev.+Mentoring Unit
BU Plan & Programs
BU Projects & Initiatives Individuals & Teams
Mentors & Facilitators
Top Mgmt. Council
Corporate Planning & Change Unit
Corp. Plan & Programs
Corporate Projects &Initiatives
Individuals & Teams
ExternalConsultation
Corporate CI&I
BU CI&I
ExternalResources
Corporate HR
BU HR
R. Hirata-2013©
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Continuous Improvement System
Structure ApproachesControlareas
Individualor
Teamwork
Training &Develop.
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PROBLEM SOLVING
vs
DESIGN APPROACH
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IMPROVE, REFORM, BETTERMENT...
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P
DC
AP= PlanD= DoC= CheckA= Action
Management cycle
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PresentKAIZEN
KAIZEN
Past
Future
DeviationDeviation
Must Be
R. Hirata-2013©
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All improvements require a stable process.
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P
DC
A
Kanri
Kanri
Kanri
Kanri
Kaizen
Kaizen
Kaizen
Kaizen
P
DC
A
P
DC
A
P
DC
A
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Present
Past
Future WISHX
KAIZEN
INNOVATION
R. Hirata-2013©
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Identify the problema, deviation, task or challenge
Observation of currentsituation and its elements
(understanding of system andits parts).
Cause analysis
AnalysisS N
Conclusions & Future plan
Risk analysis & theconstruction of the suitable
environment.
Design of solutions
Standardize
DO: Implement
Definition of solutions &Implementation plan
Understanding of currentsituation, definition of keyelements, goals & purposes(ideal, objetives & targets).
DESIGNPROBLEM SOLVING
R. Hirata-2013©
Continuous Improvement System
StructureApproache
sControlareas
Individualor
Teamwork
Training &Develop.
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Managing all Improvements &Innovations
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MEJORAS
ISO/TS C&PACTIONS
SAFETY &SECURITY AREAS
MAINTENANCEAREAS
ERGONOMICS /OCCUPATIONALHEALTH AREAS
IT &COMMUNICATION
PROJECTS
STRATEGICPLANNING
INITIATIVES
OTHERS
(DAILY WORK,MEETINGS,
COMMITTEES)
CONTINUOUSIMPROVEMENT
AND INNOVATIONAREAS
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IMPROVEMENT TEAMSQC STORY / 7 or 8 STEPS
METHOD SELECTION.
INNOVATION TEAMS
QC STORY 2
QUICK CHANGEOVERSMED.
SHORT KAIZEN
TEIAN (DESIGN)
SIX SIGMADMAIC
KAIZEN EVENTQC STORY / 7 or 8 STEPS
PROJECT PORTAFOLIO MGMT.
PROJECT MANAGEMENT
ACCIDENTESPasos analíticos
ERGONOMICSProblem solving steps
MAINTENANCETPM / AM / Others
REDESIGN & DISRUPTIVE CHANGE
BPR / AUTOMATION / IT /BUSINESS MODELLING
OTHERS
NEW PRODUCT / PROCESS /BUSINESS MODEL DEVELOPMENT
INNOVATION
SHORT KAIZENTEIAN (ANALYSIS)
QRQC, 8Ds, C&P Actions
OTHERS
R. Hirata-2013©
Continuous Improvement System
Structure ApproachesControlareas
Individualor
Teamwork
Training &Develop.
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THE GOAL IS TO IMPROVE ANDINNOVATE
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We want to be happy.
We seek our development.
We like recognition.
Overcome adversity.
Constantly seek for challenges and improvements.
People need opportunities to improve every day inorder to be happy.
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WE HAVE TO FACE CHALLENGESEVERY DAY.
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They want to be happy.
They seek their development.
They like recognition.
Overcome adversity.
Constantly seek for challenges and improvements.
Organizations need opportunities to improve everyday in order to be happy.
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THEY HAVE TO FACECHALLENGES EVERY DAY.
Both the organizations and the people need tomake improvements & innovations to be happy.
However, organizations cannot execute theseimprovements & innovations.
YES, we can.
If we spend more tan 8-10 hours at work, we shallsee it as a source of CHALLENGES AND PROBLEMS TO
ADDRESS & LEARN.
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WE HAVE MORE THAN 8 HOURS EVERY DAYTO LEARN AND BE HAPPIER.
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Continuous Improvement System
Structure ApproachesControlareas
Individualor
Teamwork
Training &Develop.
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Skills & Competencies
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Random actions, eliminating those that do notwork and learning those which help us achive ourgoals.
“Trial and success by accident”.
“Short Kaizen & Experimentation”
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A P
DC
ANTES DESPUES
Can you proposeany improvements?
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You learn by observing others.
Imitation and modelling.
Can be reinforced with rewards or punishment fora defined behavior.
“Benchmarking”.
“Best practices”
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Not by trial and error.
Not by observation of others.
Everything comes out from our head (“insight”) aswe recognize relationships or associations betweenobjects or actions.
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Solutions just happen: “EUREKA!”
In silence,
Complete the following sequence ofnumbers:
1 8 3 10 5 12 7 14 9 _ _ _
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Now, complete the following sequence ofnumbers and letters:
1 D 3 F 9 H 27 J 81 _ _ _
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Perceived lack of control over the outcome of asituation.
Human (animal) condition who has learned tobehave helplessly.
No response from the human (animal) to avoid anegative gain or to gain a positive reward.
NO reaction for a change.
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I'm bad at math."
"As I am not a college grad, I better not talk."
Want to earn equal or more, doing nothing ....
"I justify myself, therefore I exist" (impunity).
“There is nothing we can do."
“Keep explaining why things can not be done,rather than exploring the how to make themhappen".
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Learn to
learn
Measure
ment
tools
Problem
solving
Design
approac
h tools
Standardized
work
Process
analysis
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Continuous Improvement System
Structure ApproachesControlareas
Individualor
Teamwork
Training &Develop.
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RECOMMENDATIONS
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RETOS PARAAPRENDER….
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¿What are your motives vsimprovement?
◦ Profit
◦ Survival.
◦ Recognition
◦ Innovation and change
◦ Development
◦ Learning.
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Quality and Competitiveness modelsneed to:
◦ Leave their pride for other times.◦ They have to unite and coordinate with other
theories and practices.◦ In order to support all their actions.◦ To ensure the sustainability of their results.
◦ “Good medicine for the wrong sickness willkill you”.
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Continuous Improvement & Innovationare:
◦ Mechanisms to move forward and not standardizethe lag.
◦ Do not depend on the culture.
◦ Are the means for development and valuecreation.
◦ Sustainable systemic means for social peace anddevelopment.
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THE BIGGEST BENEFIT OF IMPROVEMENT &INNOVATION:
PROMOTES LEARNING.
“THE JOY AND PLEASURE OF LEARNING”
WE ALL PROMOTE HUMAN AND ORGANIZATIONALDEVELOPMENT.
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“QUALITY BEGINS AND ENDS WITH EDUCATION”.Dr. Kaoru Ishikawa (1915 – 1989)
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“ALL EXCEPT ME, MY TEACHERS ARE”.
Dr. Masumasa Imaizumi (1921 - 1996)
“LEARNING IS A RIGHT TO BE HAPPY,
THOSE WHO PROMOTE LEARNING ARE TRUE MASTERS”
Dr. Ricardo Hirata