Ringisei nemawhashi and general use instructions created by todd mccann 2
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Shallow instruction and process for Ringi Sei and use of Nemawashi in Ringi Sei

Shallow instruction and process for Ringi Sei and use of Nemawashi in Ringi Sei

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Ringisei nemawhashi and general use instructions created by todd mccann 2 Ringisei nemawhashi and general use instructions created by todd mccann 2 Presentation Transcript

  • Contents:>Shallow instructions and foundations for use> Ringisei model consensual understanding + intensive discussion + commitment + clear and concise target condition + decision Ringi Sei 稟議制 <> Ringi Decision Making & the discipline of Nemawashi (根回し) Created by Todd McCann A Quote from Taiichi Ohno “ Where there is NO Standard there can be NO KAIZEN” We Serve the GEMBA We Teach Leaders to “Learn to See” and “Serve the Gemba”
  • Created By: Todd McCann Date created: 2-10-2012Nemawashi (根回し) Key Elements of Nemawashi Application Subject: Nemawashi Mindsets & Behaviors Foundation Skills and Conditions Elements ofFocus and Aim of Nemawashi NemawashiSharing of an idea for improvement withothers, to gain consensus slowly and build 稟議制 遠慮 保険strong roots for growth/understanding to Ringisei <> Ringi Decision Making Enryo (reserve) Hoken CULTURE of RESPECTestablish a new and improved standard. Suggested Materials This discipline and process serves During sharing of your idea, challenges As you begin to share your idea using The environment for proper use of(Communicate with others to “Plant Seeds” several purposes. One is to overcome will come your way. The challenges will proposal A3 you build “Insurance” or Nemawashi assumes that there is aof idea and to “Continuously Water and (provide Ying Yang opposing balance) require you to stay reserved and not Hoken of the benefits of idea. Add well rooted foundation of respect for A3Feed” seeds by sharing and including what to existing bureaucracy. The positive take a firm stance. Flexibility in your facts that others contribute during others points of view supported byyou learned from others with others.) forces created in use of Ringisei enable thinking is key. Persuasion is the your sharing of idea on A3. Including data and facts. By performing Create an A3 and collect your facts and ideas to potentially turn into KAIZEN technique used in Nemawashi, yet you others thoughts and ideas reduces Nemawashi you are respecting the data.Establish a “No Surprises” environment for activities. (Note: Some ideas will be must be wide open to others “surprises”, establishes shared minds and thoughts of others for thecommitment and decision making. rejected) Ringisei is the environment in challenges. Remain focused on understanding of and for idea, slowly benefit of others., Not your own. Share observations, facts and data ofUse A3 proposal > share with upstream which Nemawashi formally operates improvement of target condition. enables management of change for current state condition.and downstream constituencies. from and assumes that building consensus Remember, others ideas are just as test and trial of idea and establishes Key Point: All involved must havetarget point of the improvement. Gain slowly to test and trial new idea is well important, if not more important, foundation for rapid widespread deeply rooted respect for all Use A3 as the primary device by which understood in all who participate. than yours implementation based on results of individuals involved and those who you offer your insights to others.new knowledge and insights from others (unspoken) This is not to say test and trail. Others may note facts are not involved in improving current(Learning and new knowledge is Nemawashi cannot operate outside of Key Point: Learn by being open and and have ideas that you may have standard. The improvement is NOT Propose and share your idea others byestablished in all who take part), build the Ringisei environment. (See formal listen deeply to others input, even excluded from your initial pass in for your benefit, but for the benefit of presenting your thinking as depicted inupon your idea with ideas of others. model on next slide) when it may seem to be counter to creating A3. Add them! others. your A3 to sharpen Hoken,Share idea upward in organization . Build your idea. Listen and Learn. Key Point: Formal discipline and Key Point: Build the roots and Build upon others contributions andconfidence to implement idea rapidly process applied to create, share, insurance of benefits to be realized Closed Loop Thinking “PDCA” combine into your thinking about thethrough sharing using facts and data. shape idea of improvement and with facts and data to lesson difficulty target condition under review for potentially perform KAIZEN or and struggle during implementation. Nemawashi is part of PLAN in PDCA. improvement. Sharpen Hoken Challenge SpiritKey Objectives: KAIKAKU activities. The idea being proposed must be Users of Nemawashi must understand shared and vetted with others for the Key Point: Sharpen and Build your> Share your idea for improvement 和 benefit of others. Take the time to Hoken. Spirit of and demonstrate Challenge Spirit.> Slowly build consensus with others Humility and Modesty Wa (Creating Harmony) share, learn and grow new knowledge> Build Hoken with facts not assumptions During sharing of the thinking that with others input during Plan. Learn by> Prepare yourself and others for went into the idea, others will Each step in Ringi decision making Doing <> Learn by Planning. During Nemawashi you Sample A3’s respectfully challenge your thinking process is focused on creating a more Sharpen Hoken.improvement of standard in current must always be mindful and aware and embrace your ignorance. and your approach. Not you. detailed understanding so balance andcondition harmony in the environment is Key Point: Use of PDCA coupled with Do not become trapped in your own You should never become defensive established prior to implementation of Scientific approach to problem solvingFoundational Skills required idea and not let go. Others will nor should you not listen to what idea. Opinions are shared and deeper is the common language for fact and challenge you and you must keep mind> Interpersonal others have to offer, nor should you roots of overall benefits becomes data based improvement. Be mindful wide open and willing to receive others> Communication using facts and data not add what they have to offer, clearer to all involved and is well of closed loop thinking and the input. Be aware that you do not know struggle to learn from them and their understood. Ringi decision making repetitive nature of PDCA thinking.> Wa (Creating Harmony) everything about everything. contribution. Think Enryo. Be open establishes Social Harmony.> Enryo (Reserve) Key Point: Please be humbly aware of and receptive to learn from others by> Socratic Method your own ignorance. sharing your idea and the thinking that Key Point: Slow and methodical> Ringisei <> Ringi Decision Making went into your idea as well as theirs. sharing and learning to create> Hoken development The challenging goes both ways it is harmony, eliminate the potential PROBLEM: M&TE needs are not identified in the Plant Maintenance 4000 M&TE Items by Calibration Discipline M&TE in Work Order Process Shaw Site Services Metrology KAIZEN Spirit not one sided. creation of the conditions of Muri and Schedule. Zero Visibility! M&TE 1200 1000 1100 1000 STATUS 09/22/09> Yokoten Visibility Roger Adams Wade Jacobs 800 x6471 x6958 550 550 600 Nemawashi demonstrates that I. BACKGROUND: 400 400 V. INDICATORS/MEASURES OF IMPROVEMENT: Mura, make idea crystal clear prior to 400 Planning and scheduling of plant maintenance is dependent upon several factors: qualified personnel, tools, parts, materials, M&TE, etc. PRSIM provided limited M&TE 200 M&TE Item Number Conversion 2009 Work Orders with M&TE look-ahead information (i.e. a work week schedule requires a torque wrench but did not> Servant Leadership, respect, humility 0 5000 (Values to be determined) provide the type or range). M&TE is not presently tied to the maintenance schedule 80 Dime Elec Pres Torq Temp Misc resulting in reduced M&TE calibration planning effectiveness, emergent calibrations, you are willing to share your 4000 70 and delayed plant work activities. Maximo interface is not currently available. Disciplines implementation in environment. 60 3000 Key Point: Keep an open mind and 50 III. TARGET CONDITION: 40 2000 A. Full visibility of M&TE needs for operation and outage work orders II. CURRENT CONDITION 30> A3 construction and use B. All M&TE assigned to logical parent-tool groups (item numbers) 1000 20 thinking with others for the A. Typically, M&TE personnel are made aware of M&TE needs when the worker C. Affected procedures revised for improved processes Deliberately Create Balance. 10 checks out M&TE on the way to the plant to perform a task D. Implement the improvement through standard schedule process, naturally 0 0 B. M&TE needs are not scheduled or planned in Maximo learn through sharing and listening Start Status Target populating the system Discretionary Emergent Scheduled C. Zero visibility of M&TE demand = <100% service level E. Include improvement initiative into standardized process for work order generation D. Service level is indeterminate, lacking measures for: and revisions 1. Scheduled work orders Revised Work Orders F. M&TE included in all repetitive 2010 work orders requiring M&TE benefit of others. You are challenging (Values to be determined)> 5W1H (who what why where when how) 2. Emergent work G. M&TE included in all 2011 outage work orders 120 3. Discretionary work H. Standardized M&TE look-ahead process and reciprocating challenge with 100 E. Zero visibility of M&TE demand in the T-15 schedule results in: I. M&TE needs identified in T-7 week 1. Reactionary response v. Proactive countermeasures J. M&TE needs prepared by T-1 week 80 2. Ripple effects K. M&TE issued to user during T-0 week the current standard. This challenge of 60 a. Imposes non-standard conditions L. Develop more sophisticated eye for real demand levels to implement planned b. Lost time – waiting, rescheduling plant work, and shuffled work and assets calibrations and seek further improvement opportunities> 7 Wastes 40 whom you are sharing your idea with. c. Expediting offsite calibrations requires additional money 20 3. Waste Target Plant Maintenance Schedule with M&TE a. Excess Inventory 0 Start Status Target b. Over-processing current standard is the spirit of KAIZEN c. Waiting T-14 T-7 T-15 through T-7 through T-1 T-0 Ask questions to fully understand T-8 T-1> 3M Muda Mura Muri thinking. Create the new evident norm. Current Plant Maintenance Schedule with M&TE Work Order Planning M&TE Work Week Query Prepare M&TE Forecasted M&TE Ready User Picks Up M&TE Help! WHY others are challenging. Seek to IV. DETAILED PLAN TO CLOSE THE GAP T-14 T-7 Task Start Target Who VI. UNRESOLVED ISSUES T-15 through T-7 through T-1 T-0> PDCA > SDCA Complete T-8 T-1 Review Maximo M&TE inventory for item number tool-parent relationships 11/08 12/08 M&TE A. Measures 1. Work Orders per year Complete Edit Maximo Inventory tool-parent relationships 12/08 M&TE Work Order Worker checks out M&TE 0109 2. Work Orders requiring M&TE per year Learn more from others input. Planning Complete 3. Progress of Work Order changes Prepare critical M&TE list 02/09 M&TE M&TE personnel made aware of M&TE need 02/09 4. Cost per hour for delayed plant work> KAIZEN Spirit practices and activities Key Point: Improvement mindset, not Train Planning personnel on steps to include M&TE in work order planning Revise work order job plans as an in- process continuous improvement Compare planned M&TE to actual M&TE 03/09 03/09 10/09 Complete 03/09 Continuing Process 12/09 Planning Planning M&TE 1. Operation 2. Outage 5. Planned M&TE vs. Actual M&TE> Challenge Spirit just to change for sake of change . Train M&TE personnel in T-15 work order process as relates to M&TE calibrations 01/10 02/10 M&TE> KAIZEN and KAIKAKU Must be a true benefit, not an apparent benefit.
  • Terms and Definitions: Created By: Todd McCann Date created: 2-10-2012Nemawashi (根回し) Please be mindful that terms truly cannot be directly translated to START > An IDEA of improvement is BORN at the GEMBA and shared with “Supervisor” Middle Man. Subject: Nemawashi English in most instancesSource: 2004 Japanese Cultural Notes For they are words that describe a condition with several meanings. 1 > Idea is then presented by Supervisor “Middle Man” into the “Big Wheel (Jitsuryokusha) to initiate preliminary review toChapter 10 – Business. turn the big wheel so idea does not sit stagnant and wait in the mind of the person who generated the idea. Jitsuryokusha = Big WheelMineharu Nakayama, Janet Stucky, Joho Shushu = Move slowly to better understand 2 > The idea is then managed upward to “Top Manager” through Jitsuryokusha where initial challenge starts to shape the ideaJapanese Institute for Cultural Studies Joho = Walking Slowly for small group exercise to collect additional facts and data on idea (Joho Shushu) > (Idea may be rejected at this moment inOhio State University and Global Horizons Shushu = to count to reconcile process. A decision to pursue improvement is made or set idea into a “reserve window” due to timing. The idea may join upJapanese Style Decision Making (Rinji / Ringi) Honkaigi = Plenary session, regular session with other ideas to support bigger picture Hoshin and the supporting Kanri, (The idea may take a Near Term or Long Term Yobikaigi = Preliminary Conference position in the Kanri) Ringisho = Draft plan created and circulated to obtain permission toA decision making process involving all levels of proceed by respectfully sharing with others 3 > Joho Shushu is conducted, If True Benefit is recognized by “Top Manager” a small group to carry idea forward is created.management with decisions generated from Tataki-dai = presenting only 80% of improvement proposal,the bottom to the top. Deeper research is conducted by small group and additional facts and data are collected to document improvement idea. to receive constructive challenge and criticism and sharpen idea Nemawashi = formal or informal “behind the scene” sharing of idea 4 > Tataki-dai is conducted after additional research is performed. Details collected in Joho Shushu are challenged in the small group over and over again. Questions are asked and answers are created using facts and data, no wishful Closed Loop Thinking Ringi Sei KAIZEN Activity 1. thinking is allowed. The Hoken developed is now clearer to the small group, consensus is built in the small group and a rough Follow the #’s not position titles Test and Trial draft of the improvement is created by the small group. Objectivity rules during Tataki-dai. 5 > Ringisho is conducted. The rough draft of the research created in Tataki-dai is now ready to be transformed into a 12 13 proposal during Ringisho. The documentation of the research is consolidated and the supporting documentation created in Tataki-dai accompanies the proposal as the idea moves forward in the process. The idea is sharpened, no 12. President differences of opinion remain in the small group, the data and facts along with an approach to test and trial is clear in the KAIZEN Activity 2. small group and placed on a single sheet paper = A3 and is now called a proposal. 11 Full Implementation 2 & 11. Top Manager 6 > Nemawashi is conducted formally or informally. The proposal is then shared and communicated Upstream and 2 Downstream from point of improvement using discipline of Nemawashi. All who will be impacted by improvement are 11. Honkaigi 3 3. Team Work Challenge + Ideas Joho Shushu notified and communicated with prior to Yobikaigi. Condition of Wa is being created. (Small Group) (Collection of appropriate Formal meeting information and data) 7 > First round Yobikaigi is conducted. Impacted work zones and the people in the zones have had time to perform their own research and expose “in clear sight” impacts as well as “hidden” impacts of proposal. A plenary meeting is held and the 10 10. Nemawashi proposal is challenged and sharpened again. The positive and negative impacts of improvement are discussed and become Challenge + Ideas “Pounding Platform” 4 4. Tataki-dai clearer, and the Hoken becomes stronger , wider and deeper with the input of others during Yobikaigi. Wa is being created. Create rough 1 document draft Idea(s) 8 > Repeat Step 6 > All changes to proposal that occurred during first round Yobikaigi are communicated again with others who were not present in plenary meeting and modifications that occurred during Yobikaigi are challenged with others input. 9 9. Yobikaigi 1. Jitsuryokusha Challenge + Ideas 5 5. Ringisho Rough draft of Proposal 9 > Repeat Step 7 > New challenges and ideas generated during second round of Nemawashi are brought forward and the (Idea Coordinator, Communicator) proposal is sharpened again in second round Yobikaigi session. Condition of Wa continues to be created. 10 > Repeat Step 6 > All changes to proposal that occurred during second round Yobikaigi are communicated again with others 8 8. Nemawashi who were not present in second round Yobikaigi session and modifications that occurred during second round Yobikaigi are Challenge + Ideas challenged with others input. By this time the communications of proposal and the challenges to proposal begin to diminish due to effective use of Nemawashi. The proposal becomes clearer and more concise to all areas impacted. Condition of Wa continues to be created. 7 6 6. Nemawashi 11 > Honkaigi is conducted. The top manager and the small group meet and proposal is presented. The communication is based 7. Yobikaigi on the Hoken (A3) and the Top Manager has been informed by the Jitsuryokusha about the proposals progress along the Challenge + Ideas way. Top Manager should not be surprised by any of the information being communicated to him/her by the small group. Preparatory > The proposal is now ready to be shared with the “President”. Condition of Wa continues to be created. Plenary Meeting(s) Idea shared for presentation Middle through “Middle Man” 12 > The proposal is presented to the “President” and a decision is made to Test and Trial proposal. The proposal is known to the Man to the “President” thru Top Manager so there are no surprises during review of proposal. Informal pre-meeting consultations for 13 > The proposal becomes a KAIZEN/KAIKAKU activity and is acted upon using PDCA thinking in Test and Trial environment. START HERE sounding out beforehand. Differences If results of Test and Trial realize True Benefit and Value to Customer, Full Implementation of Idea is performed. GEMBA IDEA(s) of opinion are to be resolved and If results of Test and Trial DO NOT realize True Benefit and Value to Customer, Full Implementation of idea is NOT generated avoided before all and every meeting. performed.
  • Created By: Todd McCann Date created: 2-10-2012Nemawashi (根回し)Source: 2004 Japanese Cultural Notes Insights to be mindful of > Please Contrast and Compare Subject: NemawashiChapter 10 – Business.Mineharu Nakayama, Janet Stucky,Japanese Institute for Cultural StudiesOhio State University and Global Horizons American Perspective of Japanese Business Japanese Perspective of American Business Counterparts: Counterparts: Examples: Examples: What can we • Refusal to give positive feedback • Giving negative feedback in public • Saying “Yes” when it is really “No” • Overconfident, spontaneous answers learn and apply • Failure to question uncertainty • Confrontations in meetings • Not speaking during a meeting • Presenting un-collaborated opinions from these • Blind-siding in a meeting • Inadequate preparation for discussion • Not clarifying expectations • Deciding without all input differences? • Not expressing Authority • Excessive written documentation • Brining problems not solutions • Excessive differentiation of remuneration • Ignoring merit on salary increases • Constant analysis of justification • No problem solving initiative • No demonstration of humility • Hesitation, tentativeness, apologetic • Disregard of personal feelings • Inadequate information on directions • Impatient with procedures of process • Disregard of obvious facts • Individualized praise or blame 10.10 Some points to remember about cross cultural relationships • What seems to be logical, sensible, important and reasonable to a person in one culture may seem stupid, irrational and unimportant to an outsider • Feelings of apprehension, loneliness, and lack of confidence are common when visiting another culture • When people talk about other cultures, they tend to describe the differences not the similarities • Differences between cultures are generally seen as threatening and described in negative terms • Personal observations and reports of other cultures should be regarded with a great deal of skepticism • One should make up one’s own mind about another culture and not rely on the reports and experiences of others • It requires experience as well as study to understand the many subtleties of another culture • Understanding another culture is a continuous process • Stereotyping is probably inevitable in the absence of frequent contact or study • The feelings which people have from their own language are not often evident until they encounter another language • People often feel that their own language is far superior to other languages • It is probable necessary to know the language of a foreign culture to understand the culture in depth