Management Kamishibai Reliable Plant 2011 Compressed

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

[email protected] (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