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JSW Steel Daily Management Lecture
1. JSW Steel Lecture Meeting
How to implement the Effective Daily
Management and Visualization ;
The Enhancement of Gemba Capability
for Realizing sustainable growth
Professor Emeritus
Hiroshima Institute of Technology
Hiroshi Kubota Dr. Eng.
1
2. Contents of Lecture
Basic Conditions for sustainable growth of any company
Enhancement of Gemba Capability
Fundamental requirements of the effective Daily Work
Management
Handling abnormality and/or management by exception and
change management
Basic concepts of visualization
Visualization for detection and solving of problem
Roles and Tools for visualization
Roles of Management for deployment oｆ daily work and daily
work management
Points of daily work management for each functional
department including non manufacturing
Points of effective implementation of Daily Work Management
3. An Enterprise
Changing strict and uncertain business Environment
(Economic, Technology, Regulation, Society and so on）
Adjustment &
Adaptation； Stationary
& Self-reorganization
Be faithful to the basics, deal with
flexibly the changes, and challenge
for suitable opportunity ；
Kaizen & Innovation
Fundamental Requirement of Survival & Growth of
any Organization
Group of
Peoples；
Activation of
the
organization
Sustainable society based
on the balance among
circumstances，political,
economics, individuals
and society
Market Creation and
Customer Satisfaction from
the view of Customer Values,
Protection of Global
environment & ecosystem,
Respect for human being
Social
Responsibility
4. Organization；
Activities &
Resources
Provide Products & Services
to be expected from
Target Customers
Provide Product & Services
To be Satisfied by Customers
Customers have
attention and intended
to buying and using
Customers have
Evaluated as good for
buying and using
Customers
Market
Customers
Competitive／
Alternative
Products & Services
Competitive
Organizations；
Activities &
Resources
Trust Bland
＊Any business could not hold without existence of customer and support
by customers
＊Any enterprise has made extra special efforts for creation of markets
and acquirement of customers
＊Severe competitions have been deployed at not only domestic market
but also global market
5. Basic Concepts for Quality：
Fitness for Valid Requirements and Expectations of Customers for
Products & Services as Output through Activities of the Organization
Customers satisfied
Pursue ‘Quality’ continuously from
the view of Customers’Values
Quality of Entities,
Processes and
Environment provided
A Bundle of Various
Needs of Customer
Various Customers
with Diverse needs
Quality of Matter and
Attractive Quality
Quality of Activities &
works, System
and Peoples
Next Processes are
my Customers
Changing,
Dependence of
Social Context,
Relative.
Not Awareness,
Not presented,
Good loser
Satisfaction could be
defined by Discrepancy
between Aspiration
and Performances
It is essential that quality should
be created in process but not
assured quality by inspection
6. Deployment and Integration of Quality and Technology
（Planning of quality and technology）
Customer needs
should be satisfied
（From the views of
Customer Value
and Satisfaction）
Requirements
on Quality of
Output
Requirements
on Output
Requirements on
Activity System
Management by Management Items
(Managing Points; Feed back）
Management by Check Items
（Checking points: Feed forward）
Activity System
Inputs
Processes/
Transformations
Outputs Quality of
Outputs
The Conceptual Framework for Implementation
Methodology of Quality Management
7. Basic Concepts of Gemba Capability
Gemba is the field for implementing activities with sources of values
creation and generation of cost at points of contact between customers and
goods / experiences cooperated with peoples of the front line
1．Basic Requirements for Gemba Capability
① Do completely what you must do
“Why,What and How”are clear and have been performed completely
・Cope with signs of problems timely and appropriately through
developing awareness / recognition, skill / technique and motivation
・The review and visualization of processing for changing environment
② Carry out kaizen and learning continuously
Contribution to establish competitive predominance, business results
and improvement of social existent values through Adaptation to changing
Environments, Creation & Satisfaction of Customers and Eliminate Non
Values Added
2．Basic Conditions of Gemba Capabity
① Willing to cooperate ：Committee to Contribution
② Consciousness as the party concerned ：Responsibility & Autonomy
③ Employee Engagement： Group Behavior Effects
④ Growth ：Ability of Learning 7
8. Organizational Activities and Daily Work Management
Approach to Organization：
Process Approach（Causes and Results） and Systems Approach (Fusion with
Autonomy/ self-assertion and integration/ total optimization) to Goal seeking
input and output system with Properties of Interrelation（Non summative），
Adjustment to environment（Stationary），Adaptation to Environment（Relf-
reorganization） and Hierarchy（Holon）
Management of Organization：
Daily Work Management（Stationary and Control & Kaizen）,
Cross Functional Management（Whole and Coordination/ Integration）
Policy Management（Breakthrough/ Self reorganization/ Strategy
Deployment）
Spiral up PDCA & SDCA Cycles
Learning
Enhancement of Behavior Patterns; Lighten load of thinking, quick action,
conditioned reflex action
Could not find behavior pattern; Could not interpret stimulus from
environment, Inference Learning /Trial and Error learning
Revolution Learning and Conversion Learning (Paradigm Shift and
Unlearning） 8
9. Chronic Problems
Establishment and Maintenance of Standards
Ａ Ｐ
Ｃ Ｄ
Ａ Ｓ
Ｃ Ｄ
Management Policy→Kaizen Activities for Focused Subjects
Priority
Important
Problems
( Kaizen Actvities )
Standardization
Policy
Management
Daily Work
Management
Management Cycle of SDCA and PDCA
Management Cycle of Policy Management and
Daily Work management
【Origin: Noriaki Kano（1983)：Thorough of Daily Work Management，Text
of Quality Month】 9
10. Basic Conditions of Daily Work Management
Do Completely what must do at daily routine work
・Eradicate what do not what must do and/or should do
・Make clear and share on cognitions what must do and/or should do
・Educate, Train and strict discipline so as to do completely what
must do
・Implement control and continuous kaizen in order to adapt
changing environment
・Do behavior with sincerity and responsibility
Prohibit on doing What must not do and should not do
・Compliance absolutely rules and legal
・Eliminate hotbed of departure from the rules such as breaking an
engagement, arriving late, making not report/ consult/ contact, not
apologize, not giving thanks and so on.
Do not anything that there is no need to do
・Matters of importance are thoughtful to others, satisfactions of end
customers and inner customers, less non value added operation
etc.
Not hiding and not disguising
・Eliminate any hiding/disguising what must not do or doing not what
must do and/or should do even if it is mistake
11. Enhance of
Gemba Capability
Pain Gemba
・Less interest
・neglect
・ignorance
・irresponsible
（Stagnation）
Sound Gemba
・reconciling
・reveal/ disclose
・creative fluctuation
・learning
（healthy conflict/
activation）
Visualization
Change Management Kaizen／Pokayoke
Autonomy & agility
Spiral up of PDCA
Operator become sensor;
Awareness/Symptom/
preperception
Intentionally
Systematic
Organizational
Valid and
Quick/Agile
Response
５S Standardization
Daily Work Management
Human Resource Management；Education & training
/Organizational Activation/Small group activities
Observation of
Actual place/ things
by Top management
Consistency/Continuity/
Completeness for doing
fundamentals and
Flexible for changes Establishment and kaizen of Basic Conditions
for Effective Daily Work Management
Control Abnormality &
Management by exception
Prevention of Recurrence/
Occurring previously
Set up & settlement
11
12. Input Processing：Activities Output
Desired results
Cost & Time
Eliminate non value added,
Reduction of Times and
Minimize Opportunity Losses
Any activity is a goal seeking input-output system for creating value
Visualization is essential for effective management
Not desired
results
There are always causes for results：make quality in the process
Process Analysis（Relation between Output
and Input & Process ）
Human being is a thinking reed：See, Think and then Behavior
See and Think：Growth and learning could be promoted by
management based on visualization
Set up challenging goals and Spiral up PDCA cycle based on factual approach
Activities and Visualization to ensure the Desired Results
13. Daily Work Management could be defined as control daily work implemented in
order to attainment responsible objectives effectively and efficiently for roles and jobs
Steps of Daily Work Management
1. Define clear and accurate “What must do” for each department
① Confirm mission, roles and objectives for each department /section and
establish contents of jobs
Mission→Roles→Objectives →Processes & Activities →Attainment
2.Define clear, and then “Do completely what must do”
② Confirm objectives & contents of each job and scales & management levels;
Define the management Items
③ Standardization of procedures for attaining and managing objectives
Process flow diagram→Requirements of Output attained →Standards of
processes and methods
④ Put the right person in the right job and implement education and training
3. Define clear and manage “whether do or not do completely what must do”
⑤ Prepare materials for managing operations and do as per standards
Examine and Establish 4M conditions→Prepare operation manuals (SOP,
OPL, Know How sheet, Know Why sheet)
⑥ Record results on performing jobs and judge results whether right or wrong
⑦ Perform quickly the temporary treatment and report results to superiors
14. Make clear roles, objectives, responsibility and power assignment at each department
/division
Make clear, visualize and coordinate duplication, crack, results and abnormality of
operations
Solve problems of output and processes, and perform roles on policy management
and cross functional management.
⑥ Record results on performing jobs and judge results whether right or
wrong
⑦ Perform quickly the temporary handling and report results to
superiors
⑧ Superiors pursue abnormal root causes by 5 gen-ism (Gemba ,
Genbutu, Genjitsu, gennri, gennsoku )and prevent reoccurrence
⑨ Revise standards, management items and management levels if
necessary with corresponding to contents of abnormality
⑩ Report to superiors matters what and how should manage within a
given period time
⑪ Improve matters such as coordination to multiple operations at well
planned way
15. ＜Contents of management items＞
・Managing points: Evaluation items based on results for implementation
・Checking points：Evaluation item based on factors of process for implementation
Note: Because management items may becomes both results and factors, there
are situations that management points and check points could not be separated .
There are literatures that called quality characteristic for management item and
management item for check item
＜Table of management items＞
The table is made by gathering management items of related positions, and the
table could be constituted of objectives, materials, responsible person, method
(frequency. control level, measures) for management for attaining goals deployed
hierarchically and systematically
Points to note for application of management item
Don't decide the management item perfunctory
Behave with consciousness to attain the objectives
Systemization of useful management for business； Apply the management
items as means for realizing effective business
Basic Concepts of Management Items 15
Management item could be defined as management object adapted in
order to perform reasonably management for organizational activities
16. Subjects of
the whole
department
Review and define the basic functions from the view of
relevant of whole business by responsible person and
managers as leading core members
“general manager, factory manager, chief head”
It is necessary at least for 2nd
level so as to be investigated
by group of responsible
person and manager
Subjects of
the Partial
department
Confirm objectives and positioning works took from
the responsible person and managers. As chief person
is leader, the group is organized by members related to
the work. Definition of basic function is approved by
responsible person.
Obtain responsible person’s
approval for third level
system table
Subjects of
Position
Organize group and promote operation with members
of positions, and cooperate and confirm with
superior responsible person and personnel function.
Obtain responsible person’s
approval for third level
system table
Define the Basic
objects and roles
Define major means/ methods
to attain objectives
Arrangement of means/ methods
defined (system of third level)
Forth Fifth
Third
Second
First
It is necessary for devising
implementation according to
objectives, scope and
promotion
・
Define Means/methods to attain basic objectives & roles, and what must do, and then arrange vertical and horizontal
Functional analysis methods for Business operations
Visualization of operations for attainment of Mission
17. Example of disappointing results to Management Item for
Business Process
1. Delay or too fast of time for
schedule / plan
2. Excess or deficiency of quantity
for schedule / plan
4. Getting worse of operation efficiency
5. Excess or deficiency of man-hour
6. Waiting or float of peoples
7. Ross of transportation and walking
8. Stoppage, abnormal and breakdown
of machine and equipment
11.Excess or deficiency of inventory
12. Failure or not reasonable of motion
13. Abnormal of process quality
15．Uneasy Safety and hygiene
16. Exceed of budget and/or cost
17．Non-Enhancement of capability/
skill /Competency of people
20. Other all abnormal, failure and
loss
3. Getting worse of process yields
9. Decrease of availability
10. Getting worse of rate of profit
14．Increase of Customer Complaints
18. Increasing overtime
19. Increasing the rate of absenteeism
18. Manufactu
ring
process
mechanis
m
Process
control
cycle
Process
Input
Output
Material
Parts Man・Machine・
Material・method ・
Measurement
Products
Semi-finished
products
５ Ｍ Ｑ・Ｃ・Ｄ・Ｍ・Ｓ
Decide standard work and
implement
Check inspection items Check management items
Select management
characteristics and manage it
by control chart
Investigate the cause
Recurrence prevention
measures
Do (action)
Along with the action against the
process do re-examination of
management method
Detect the abnormality
Source system Result system
Managemen
t
Point
Inspection item
（Check cause）
Management item
（check result）
Manufacturing specification sheet・・Work
guidance documents・work Instructions
Do not
make
Defects
Do not
leak
defects
Do not
receive
defects
Process management
Examination table
ＳＰＣ
management
Process chart
ＦＭＥＡ
work
standard
Section(tool)
ＦＴＡ
Equipment
maintenance
ＭＳＡ
ＰＬＡＮ
ＤＯ
ＣＨＥＣＫ
ＡＣＴＩＯＮ Process control point
Feedback
QC Diagram of manufacturing process
Continuous Improvement
19. Flux application
Mixing of liquid
Put the flux in mixing container
Man
Measure the thinner in a beaker
Put the measured thinner in the
mixing container
Parts and materials Method
Equipment·Tools
Mixing container
・capacity (specified)
・Cleaning degree
Beaker
· capacity (specified)
· cleaning degree
Stir bar
・Specify
・ cleaning degree
Storage tank
· capacity
· Input maximum amount
Flux
Applying Devices
• Operation Confirmation
比重計
・校正
ローラー
・回転数/送り量
・ローラー間隔
・平行度
Input amount
Input amount
Measuring method
Input method
Mixing ratio
Stirring method
Stirring time
Adding method
Remaining amount/
Additional amount
Use method
Operation Method
Operation check
method
測定方法
Flux
·component
·Brand Specified
Operator
Thinner
·component
·Brand Specified
調合液
・比重
Operator
Operator
Operator
Operator
Operator
作業者
作業者
Stir the flux and thinner
Add the stirred liquid to a
storage tank
Switch on the device
液の比重を確認（調節）する
装置の稼働状況を確認する
Flux Application
Consider and decide the inspection items from the
degree of important and the degree of difficulty and
then decide the control method
Setting Check Items based on operation analysis
20. a b c d …
Each block (inspection
process)
Activity
content
Defect rate
transition
(6 months)
Quality data
(Criteria
Month)
Component A
ProcessA-1 △△
ProcessA-2
Intermediate
inspection A
Block B
Component B △△
Process B-1
User failure situation
generated
※
Failure rate or F cost
Dead
line
Respo
nsible
Classificat
ion
This
month
Future
Failure mode or quality
characteristics
process
component
Block A
Counter
measure
A
Counter
measure
B
Counter
measure
C
（１）Relationship
between the failure
mode and process
（２）Failure mode
Fixed view
（３）Process fixed view
(4) View on the surface
Weak point / activity
progress
what Who until
when
Market complaint
Quality Matrix for kaizen of production Process
21. Alter Management and Change Management
Source of many failure/ abnormal occurrence are due to alter
points and change points
Alter points imply alternation with the intent of 5M conditions
Change points imply singular inputs & noise, situations beyond
expectation, interruption or transfer & substitute of operations,
sign of faults such as abrasion/ deteriorate/ alternant/ running
hot etc., points possible shift from normal to abnormal
Not fail to notice on sign of abnormal and/or change points;
Operator as sensors with sensibility
Visualization of change points
Developing manual and education & training are required to
avoid lacks tense and become not loose for interruption ,
temporary blank and interception of continuity
Enhancement of capability for detection and dealing of change
points and Establishment of change management system
21
22. Differences between change point and alter point
Change point：change matters without intention;
absenteeism, after vacation, interruption, deteriorate, power cut
Alter points: Alter matters with intention;
Design change, condition changes such as process / materials / method
Anyone could aware
→Change of 5M
Could not aware without
cautious→Warning sign or
something change?
Management by Alter management Standard
Implement of change
management
Operator help,
Change jigs・・・
Feel difference by
see, and touch ・・
Change
Management
Alter
management
Difference between Change point and alter point
Visualization of 5M change points to detect process
abnormal with early stage
23. Change points occurred in process and
certification items should make clear
Newcomer
Planned
Annual leave
・・・
Production
support
Unexpected
Annual leave
・・・
Jig exchange
Consumables
Replacement
Component
replacement
Routine
maintenance・・・
Equipment
adjustment
Jig and tool
damage
Power failure・・・
Tact adjustment
Within standard
Condition
adjustment
・・・
Work mistake
・・・
Parts mold
Exchange
Within the
standard change
...
component
Abnormality
Measurement jig
Replacement
Measuring
instrument
replacement
(The same precision)
Contact point
replacement
・・・
Measuring
instrument
damage・・・
・・・
・・・
・・・
Different from usual
glossy is different
fitting is strange
colour is different
（Man） （machine） （method） （material） （measurement）
Other
(what is
strange)
Daily
occurrence
Sudden
occurrence
Make clear change points
24. Report Sheet of Change points
Process Y / M / D
Contents of
change points
Filling
Person
Contents of certification Results certificated Confirming
person
２nd Faults contents certificated Results certificated Confirming
person
Preparation of change points report
occurred in which process
What kind of change point
has occurred
What and how was
confirmed
secondary failure
does not occur
When occurred
How was the
confirmation results
How was the final
confirmation results
Report of change points
24
25. Process Input Output Means Items
Manufacturing
process
· Sales orders Plan
· Month, short
production plan
· Processes wise
inspection record
・ Monthly
production volume
・ production yield
・ processes wise
failure ratio
· Departmental wise
meeting
* 1 times / month
carried out
* Each time if necessary
・Nonconformity rate
：50%
Reduction
production loss (yield
up)
：10% less
・
・
・
・
・
・
・
・
・
・
・
・
・
・
・
・
・
・
Visible Target
process wise monthly
production volume
Process wise failure rate
Visible Target
Nonconformity
rate
Production loss
Production process Measurement & Monitoring
26. 多目的作業標準
Part
num
ber
Part
name
Process
name
Standard Operation Procedures
Appr
oval
Ack
now
ledg
e
Pla
nni
ng
（１）Set up operation standard （２）Standard operation
（３）Autonomous Inspection
standard
①Conditions od Operation
②First Item Inspection
（４）Equipment Check standard （５）Dei/Jig/Tool Check Stand、 （６）Safety Standard
① inspection items and period
Inspection criteria and methods
inspection person and action at the
time of abnormal
② lubrication points and standards
lubrication method and equipment
lubrication cycle and oil type
Responsiblity
① inspection points, items,
standards
Period, in charge, method
Abnormal action
① Inspection items and
standards, etc.
② protective equipment
③ qualified personnel
（７）Rules for Operator （８）Revision Record
・Action at the time of
abnormal
Quality Standard value
characteristic
Ｎｏ Control item Specified Management
value method
send
Rotational speed
Ｎｏ Quality specified inspection
characteristic value method
Source: working standard, Japanese
Standards Association、p.36
An Example of Work Instructions
27. Operation Standard
applied this process
Pull out the management
point from the process
operation standard and it
must be managed as a key
management point
(result system and the factor
system) and more
specifically display the
management method.
(It includes goals and
transition tables and
abnormal judgment criteria)
Display at Work Place
28. Activity board for focused management points
Key management point
list
A ・・・・・・・・
B ・・・・・・・・
C ・・・・・・・・
List of key
management point and
target value of entire
process(or abnormality
determination value)
A
B
C
D
Countermeasure
1
Countermeasure
2
Control chart and
transition graph
Action Criteria at the
time of abnormal
１ ・・・・・・・・
２ ・・・・・・・・
３ ・・・・・・・・
Countermeasure
contents list
Countermeasure 1
・・・・・・・・
Countermeasure 2
・・・・・・・・
・
・
・
・
・
・
・
・
・
・
・
・
30. 製造工程不良低減のための目標の展開と管理のやり方
Procedure 1
(Target deployment)
Procedure 2
(Create improvement plan)
○ ○ Plant
Procedure 3
(Management Act setting)
Procedure 4
( Activity promotion)
Procedure 5
(Activity follow-up)
set management point
Plant total defectives
○Plant head management
item
□ Plant head Evaluate item
Section total defectives
○Manager management
item
□Manager evaluate item
In charge total defectives
○ Foreman management
item
□ Foreman evaluate item
Group total defectives
○group leader management items
A Defective
B Defective
C Defective
その他の不良
Manufacturing
Section
1
2.7％→0.3％
Plant head management item
Goal setting
Understand the current situation
Daily check
Weekly Investigation
Meeting
Monthly Investigation
Meeting
Quality review
meeting (monthly)
Create improvement plan
Plant head management board
Section management board
In charge management board
Group management board
Create management board
Manager management item
Foreman management item
Manufacturing
Section
2
2.5％→0.3％
3.0％→0.3％
2.0％→0.3％
A Defectives 0.8％→0.1％
B Defectives 0.4％→0.05％
C Defectives0.3％→0
その他 0.5％→0｡1％
Group
1
assembly
1
assembly
2
Group
2
Department quality goals have been deployed to each group
31. Roles of manager and supervisor for daily work management
Quality；Good quality without failures（Produce fine quality in process and
prevent outflow of incongruence items）
Cost：economical with non waste（Eliminate/ reduce losses thoroughly）
Process：adhere and reduce delivery with less inventory（just in time）
Safety and Environment：Eliminate unsafe actions and conditions, reduction of
energy use, less environment load, ergonomics）
Machine & Equipment（including die /jig/ tool）：Availability and performance
（Free failures and short stoppage)
Operation：Design and prepare right process and operation （SOP, Work
instruction , OPL）
Material & Actual article：Plan, storage and use appropriately （First in First
out, Right Inventory ）
Personnel management at work place：Development & Exhibit of capability,
Attendant and absence (employee retention rate），Motivation
Information Management：Provide management information on Operations and
Business Environment
a. Improvement of hardware（Automation with Human, Pokayoke）
b. Improvement of Software（Operation Standard, Visual management）
c. Improvement of Human-ware（Skill Enhancement，Raise morale）
Enrich the operations’ management
32. Standardization
（Training operation skills，Make observe standards,
Responsibility for management by supervisor ）
Standardization as prior coordination means for daily
work management
・Intension to deal with rules and standards in order to adjust to
predictable change of environment and ensure orderly stationary
state to attain objectives with organizational learning
・Mechanism of problem solving beyond expectation, freedom for
handling flexibly with changes and standardization of processing
programs
・Define process to attain right output toward to complete
coordination or integration
・Management exception and changes and Business Process
Reengineering
32
33. Standardization (continuation)
Standardization and Control of Output
・Define goals of outputs for various operations and empower to
adapt methods for attainment goals
・Make autonomous efforts to attain the goal with learning and
experience & skill, ingenious devices and One point Lesson, and
feeling and tricks
Standardization of Inputs
・Standards of output and process are restricted by standards of
inputs such as skill, information, processing objects and materials
Adaptation to changes
・Directing and giving priority to what should be realized ：
Share the whole image and scheme / concept
・Redesign jobs：rotation, enlargement and enrichment
33
34. Management of abnormality and an exception
Uncertainty( environment and technology) may be source for
detects, breakdown, short stoppage and accident
As steadily daily work is less uncertainty, operation could be almost
all standardized. However, as customers , events and objects are
complicate and diverse, uncertainty may remain in them
Encounter “What must do ”and “What do completely” undefined
clear in advance
→Give freedom and empowerment to Gemba for “How to do”
→Differences among individuals at “know how” and experiences
→The limits of processing capability and rationality
Complaint and claims due to inappropriate processing. Needs for
doing coordination and solving conflicts →Establish organization
such as system, rolls, coordinator in order to manage abnormality
and exceptions . “Remain responsibility even if delegation of
authority”, Apply the principles of management by exceptions
Communication by “Hou Ren Sou” and Coaching & supporting
34
35. Management by exceptions
（Responsibility of manager and supervisor）
Special knowledge and capability, judgment and process person responsibility is
necessary → organization participation
Build and take accountability of exception processing regulation construction is
necessary
1. Clarification of exception process support
Regulate and familiarize the Exception process support case so that there is no
misuse and confusion
Steady business process of exception handling
Make it clear the responsible person and process area
2. Business related procedure for exception handling and clarify and ensure the
responsible authority.
Fair transparency in the equal opportunity of high process
→ Business procedures and concern person responsibility to be known well.
Clarify the exception process capability requirements and allocate the
appropriate person
3． Build and operate mechanism to handle exceptions quickly
Concern person processing capacity and rapid exception handling mechanism
4． Record exception handling and review the regular exception handling
Do the PDCA / SDCA cycle of exception handling and spiral up
; Organizational Learning 35
36. Management of abnormality
Tendency to overlook steady daily work process objectives
The normal and abnormal classification is not clear, so tendency to overlook the
abnormality
1. Clearly define the abnormality
The determination method and judgment criteria for normal or abnormal
2. Ensure the business procedure related to abnormal process and setting of the
responsibility and authority
Clarification of abnormal process business flow and Responsibility and authority
Ensure building and management of abnormal action rules
Education and training, authorization, Executable work environment
improvement
3. Build a mechanism of early detection of abnormality and rapid emergency action
Hiding prevention and Proactive manifestation of abnormality, abnormality action
report
Prompt and appropriate Action to the target; Safety, outflow and expanding
prevention
Sincere response to victims and critics; Apology and briefing
4. Carried out Investigation and Preventive measures of the true cause of abnormality
occurrence
Recurrence prevention and technology and skills improvement of abnormality
actions by the abnormality of the root cause investigation
Minimization of opportunity loss
36
37. Fact is a description of real world observed
Observation is theory load and then differences by person
and how to see
Make easily to recognize the facts
Make clear what should be
Make to share Facts which have seen
To implement “management by facts” for everyone of the
organization; “See more, Think more, and Create more/
Act more speedy and more reasonable” → “More” is essential
Visualization as basic conditions for factual management
Act appropriately and autonomously with shareing values
and facts by visualization
Active use each individual eye and wisdom with all
participation
”Show and Share for Problem Solving Actions”
38. See objects specified
View and Outlook at the
Whole by a hawk's eye
Understand the relationship of overall and the
particular target
Understand the importance of the state and the
phenomenon that occurred
Watch with sustained
eyes
Expansion of Scope to see
Understand dynamic changes of
State and the phenomenon
Expansion of time and
objects to see
Observe and analyze facts related
Diagnose with detailed survey
Increase points
of view to see
Know the impact of state and phenomenon
To set the hypothesis of important factors
Systematic
Seeing for
Functions and
structures on
objects of
System and
activities
Know the cause: to validate the hypothesis
Know the problems point and improvement point:
System diagnostics, policy management diagnosis, fault diagnosis,
equipment diagnosis
Diverse levels of Visualization
39. Roles of visualization
Share of information
①Failure Phenomenon ②Result of Activities ③Performance/ Results and
Business Environment ④Skill/ Qualification ⑤Intentions od Top
Management ⑥Contribution to the organization ⑦Achievement Situations
Awareness and notice
①Values；Direction and Priority, Normative Behavior，Principles and Rules
②5S/ECRS/5M/3 Mu ③Problem Cognition；Loss/ Waste/Unsafe/ Defect/
Equipment Stop/ Failure, KYT/Hiyari Hatto ④Ai Mark/ Identification/
Andon/ Abnormal Actual things/ Photo/ Image, Tagging
Transparent
①Disclosure of information ②Equipment ③Leadership and Commitment of
Top management
Navigation
Behavioral Change
①Do Completely what must do ②Clarification of Standard ③Organizational
Culture
Problem solving activity activation
①Gap between ideal and real ②Increase Value added ③Detection and
Solving of Problems, ④Approach ⑤Education & Training and Activation
41. Rael World（Facts）
Verification
Thinking World（Ideas）
Hypotheses
Fact observed
Observation；Video
Camera, Process
Analysis. Motion＆
Time Study
Data
Agreement
/ Converse
Scientific Methods（Induction,
Deduction, Interpretation）
Scientific Statement
（Intelligible）
What do you do
What do you know What meaning is it
Scientific Approach
Apply
Actions
Objectives of Action（Objectives
of objectives）
Purpose of analysis
Analysis Plan
Survey・
Experiment,
Analysis
Inference；Why Why
Analｙsis, PM Analysis
Basic concepts of scientific approach in order
to realize kaizen and innovation
(Visualization is fundamental for Scientific Approach）
42. Changing Ideal/
Desired States
Changing Reality & Facts
Active
Recognition
Compare
問題の認識
改善・変革
Recognition of Problems
Kaizen & Innovation
Self innovation function ；
Intend to innovation,
Inevitable innovation
Structural change
of Organization
Structural Change of
Business Environment
Environmental Changes
Environmental Change and Recognition of
Problems & Opportunity for Innovation
Severe & Uncertain
43. Show and Share for Problem Solving Actions
Know Ideal/ Desired States；
Specification, standard, criteria, planning, requirements, goals and objectives,
the ideal and theoretical
Know Actual States；
Performance, conditions-phenomenon-status, equipment, process, input, cost,
skills, change, prediction and forecasting
Know Deviation between Desired states and actual states；
Nonconformity, defect, drawback, abnormal, goals unachieved, exceeds
(negative-positive gap), loss, waste, Claim disrepute, awareness, anxiety, risk
Know the Root Cause（Hypothesis and Verification）；
State and the conditions of input and processes (4M conditions and actual
situation), observation and data of Sites and actual, Environmental factors
status, Relation of Characteristics and factors(Factor analysis),Changing point-
Modify point, Failure phenomenon generating mechanism
Know the Countermeasure (means for solving）；
Wisdom, perspective, approach, principles and general rule, know-how and
experience, theory and technology, abnormal correct action
Know the effectiveness of the Countermeasure；
Forecast effect, CAE, experiments and prototypes, horizontal development
conditions, improvement before and after
44. Effective system and internal control
and audit
Fraud, concealment, fraud and accidents (bud) is visible ←
building of organizational culture and climate of the problem manifest
The accumulation and utilization of past experience and learning:
View the Storage and utilization with the contents
Behaviour obtained of Agile action and results⇔
Empowerment and immediate cooperation
Appropriate Decision making based on the value and fact⇔
opportunities and timing ⇔reporting and communication and consultation
Forefront people sees ← Front-line people of sensor function(notice)
See the fact that occurred in the front line →Do not miss problems that occur →See
what obscured
Look at the results → See the process and inputs (factors) → see the system
Give thoughtful attention to
visualization
(1) See Matters which should see
(2) See actual place and actual things
(3) See by person who decision make
(4) See by person who should act
(5) Best use of result of experiences and learning
(6) Risk management and prevention of injustice, concealment, accidents
45. Tools of Visualization
Conceptions
Loss should be eliminated, Principle of motion economics, Kaizen Points
Visual Documentation
Process and Procedures , the knack, Vision & Policy. Diagnosis , Manual
Visual Display
Claim / defect item display, Activity board/ graph/ Diagram/Photo/
Images, Electronic Notice Board, Tagging, Open setup, Process Flow
Diagram, Layout, Mapping places on Unsafe/ Breakdown / Short
stoppage/ Defects, Skill map, Roadmap
Visual Device Set
Kanban, Andon, Low Cost Automation, Verification Set, Kits,
Pokayoke and Fixture, Failsafe, Digital Meter, Touch Panel
Active use of Information Technology; IT Capability
Cockpit management, Mail/SNS, CAD/CAM/CAE/PDM, 3D Print,
Navigation of Operation, CRM ・SCM, Internal Control, IoT
46. Examples of Conceptions（Points of view）
Point of View for Kaizen
・E（Eliminate）； Waste and loss elimination, Process deletion, Labour and energy saving
・C（Combine）； modularization, process linking and integration, multi potential processing
・R（Replace/Rearrange）； Replacement of material and method, VE/VA
・S（Simplify）； Work and operation facilitation, structure simplification, Pokayoke,
Automation
Phenomena should be eliminated
・Unreasonable Muri： impossible things/ try to do ineffective things
・Waste： Do less value things/Do inefficient things
・Unevenness： Not balanced and not stable/there is a variation
5S（5S of Thing and Head/ Heart）
・Seiri-Arrenge； Removal of unwanted materials, Settle down mind to concentrate on work
・Seiton-Order； what is required and when is required, So that multiple job can do smoothly
・Seisou・Cleaning； Compulsory remove the low quality and detection of abnormal,
To refresh the mind by mood diversion
・Seiketu-hygienic； Peace of mind and Health and safety,
There is no hiding and fraud in mind
・Shituke- Discipline； Compliance of continuity, thoroughness and rule,
Care of sense of responsibility and other people
47. Visualization of Structures of Loss
Loss（Making gain TPM ）
7 Major loss that inhibit the Equipment efficiency ：
Failure, setup and adjustment, cutting tool (replacement, breakage, disposal ),
startup, short stoppage and idling, slowdowns, defect and rework
Loss that inhibits the equipment operating rate: Shut down loss
5 major loss that inhibits the efficiency of the people：
Management (material waiting, waiting for an instruction, waiting for
breakdown repair ), operation (contrary in the operation economy, skill
difference, loss due to poor layout), formation (manpower waiting loss, line
balance loss), Automation replacement (labor saving loss, logistics loss),
Measurement adjustment (production cost loss )
3 major loss that inhibits the efficiency of the original unit ：
Yield, energy, mold and jig tool (money loss of manufacturing and
maintenance )
Loss of office indirect department ：
Value (no value, low utilization, obsolescence), Process (repetition, mistakes,
redoing, adjust, process), Accuracy (degree of accuracy, degree of certainty),
Speed and timing (required time, timing), Idle (manpower waiting, movement,
search), Communication (degree of transmission, degree of coordination,
degree of response), Cost (process cost, spend too much of money)
48. Arrangements and Settlements
Daily activities setup and settlement: PDCA/SDCA of daily activities
Daily report creation is a tighten of day to day activity
→Abnormal occurrence and action(First Aid, Symptomatic treatment, Untreated)
→Setup preparation and takeover, reporting and communication and consultation
with relevant departments
→Morning and evening activity and daily improvement activities(workplace quick
response)；
→Challenges extraction and improvement and share and utilize the experience of
the corresponding measures
→Analysis and Improve the unsolved problem with involving staff(Weekly, Monthly)
The day absence prevention activities
Avoid confusion in the preparation activities
Visualize the holiday sanction；
→Day to day holiday frame and obtained status will be displayed clearly.
→Logical understanding of autonomous adjustment and paid holidays
→Building of workplace discipline and culture
■ Setup improvement point utilization
48
49. Points of kaizen for Setup & Adjustment
Differentiation of internal setup and off-line setup
The possible thing can do in the off-line setup is to carry out the advance setup in a
suitable time.
Internal setup improvement:
Internal setup of outside setup step:
Advance preparation of work conditions, Setup, replacement parts preparation
Improvements such as jig:
Standardization of die, standardization of die tightening part, Efficient fasteners
development, Intermediate jig development, One-touch removable, One-touch
tightening, prudence / air cylinder / Hydraulic utilization
Improvement of the working methods:
Parallel work implementation, Changeover training, Eliminate 3 wastes
Off-line setup improvement:
Elimination of search:
Disposal of unwanted die and jig, Set a storage place, Display the storage place and
items, clean and hygienic maintenance.
Elimination of transport:
Arrangement in accordance with the frequency of use, Ensure things tidy and in
order, Examination of die transportation trolley.
Clarity of the work procedure:
Create work standard table, Clarify work allocation, Planned changeover. 49
50. Visual Documentation
1.Documentation of Vision Deployment
Vision and long-term goal, Deployment of strategy and policy
(Deployment of KMI-KPI-KAI),
Roadmap, Policy management implementation, Top diagnosis,
Philosophy and mission, Code of Conduct and Core Values and Way
2. Documentation of work
Work process, Standard and procedure(System, process and work,
equipment, technology, laws and regulations, rules and regulations)
3. Report
Investigation report, Diagnosis reports(Self, top, external, system,
step, policy deployment and implementation, equipment and products,
safety, health and environment)
4. Documentation of procedures
Manual, Handbook, Printed instructions
50
52. Visual Display
1. Actual item and actual place display
Display of compliant and noncompliant, Attach actual product
and spot, Display to the public
2. Digitizing and graphs
Numerical display, Graphical display
3. Information
Display board and wall post, Management/ Activities board,
Targets and results
4. Symbol display
Tagging (pasting and removal), Layout chart and flow diagram
5. Map Display
Unsafe location, Failure occurrence place, Nonconforming
product occurrence location map
Skills map, Road Map, Area map, Technology map 52
55. 1.Information system:
Information centralization, Electronic display board; Planning and
progress, Cockpit management, Accumulation and wisdom of experience
(MP information, OPL, Know Why sheet, Improvement examples,
Failure information etc.,)
2.Frontline Support activities:
Input and output by the mobile device - Smart phone / Tablet device/
Portal site utilization; Daily report creation and utilization, Confirmation
and utilization of quality standards and work standard, Procedure,
Inspection sheet, Site actual image.
3.Communication:
Mail and SNS, Image, Teleconference
4.Technical Support activities:
CAD/CAM/CAE，PDM, ３D Print, Concurrent engineering, IoT
5.Navigation:
Work navigation, Information search navigation, e-Learning
Active use of Information Technology
56. Many organizations made procedures as navigation
The next procedure will displayed and it locked until completion (Pokayoke)
Operation navigation（Operation Standard）
57. 3Dムーブマニュアル
Work while watching the work standards
of the displayed three-dimensional
Image on the LCD monitor.
Warning voices are coming from earphones
出典：NIKKEI BUSINESS
２０１０．７．２６，ｐ６０
Operation Standard display and navigation
58. Diagnosis of Visualization Level
Toward to an effective visualization ;
Self-Diagnosis and Management Diagnosis
Thought
of
showing
side
Interest
of seeing
side
Results
Level 1 : only seeing to not change
anything
× × ×
Level 2: Becoming to be
consciousness
○ △ △
Level 3: Changing behavior ○ ○ ○
Level 4: Changing Way of Thinking ◎ ◎ ○
Level 5: Sharing of feeling of
achievement ◎ ◎ ◎
59. Roles of Managers for implementing
the effective Daily work Management
The responsibility will remains even the authority changes: Effectiveness of
each business, consistency (integrity), sustainability, ensuring the
thoroughness→ interview/ Listening and verification of the frontline people
in work place
Implement and ensure the suitable support related to change point and
variation point；
Behavioural changes of actual place and actual item and verification and
evaluation of appropriate result
In a business performance the education & training, the improvement &
demonstration of psychological energy and healthy activation of mental
state are necessary; Fulfillment of human respect and social needs, and then
Self realization.
Flexible and proactive support to the environment change；Leveling,
versatility, job expansion, job enrichment, job transfer
Reconstruction of job descriptions and the improvement and
transformation of business processes; Mission and functions and
business(Ideal and reality, re-definition and process restructuring)
Fostering of autonomous organizational culture, empowerment, guidance,
support and coach
59
60. Concern and Involvement of Chief Executives
for Daily Work Management
Scandals and accidents are the hot topic in the mass media, but in an
organization causes due to defects and trouble of daily management?
The top management has not shows interest and not care about the
actual place and actual things, and later comes to know the problem
from the media and then realize the seriousness of the situation?
And without knowing the actual place and the actual material by using
the summarized information suitable decision making is possible?
The Top management should diagnosis the deployment and the
implementation status of the policy management and cross functional
management, by observing the activities and condition in the actual
place and the things, and strengthen the interest of the site manager,
and to prevent the occurrence of hiding and scandal, and activate the
organization.
The sustained practice of effective and efficient daily management
depends on the interest and involvement of the top management in the
daily management and local spot and item.
60
61. Daily Work management of Functional Department
Daily Work Management in Non manufacturing areas：Perform
Mission/Roles and Activities with Functional Specialization
Visualization of Process (Process flow diagram and ECRS kaizen)
（Daily Work Management）
1. Perform daily maintain and kaizen activities stipulated as matters of duty
（Cross Functional Management）
2. Redefine department duty for adapting business environment in order to
realize sustainable growth
3. Perform maintain & kaizen activities what should do for cross functional
department activities :
Perform not only do completely what must do for own duty, but also do
completely what should do for roles as related department
Relevant department should perform each duty and mission with common
ownership on meaning/ objectives, values and facts
Communication for effective co operations, Visualization Process of PDCA
and Commitment & Incentives
61
62. Points of Daily Work Management for Sales
1. Sales Counter （Shop front sale）；Better service to customers
Customer response, Handling customer requirements, Sales promotion ,
Establish and use customer list, Risk readiness, Cancel customer
uneasiness, Pay close attention to customer, Correspond to customer
mistake and lack of recognition
2. Inquire / Consult/ Complaints ；One to One Communication
Information retrieval and use, Confirm contents of inquire/ consult/
complaints, Explanation and apologize to customer complaints, Record
customer response and Report them to relevant people
3. Coping with ordering；order/ shipping/ return
Confirm and perform contents of contract, Confirm and compliance delivery,
Coordinate and agree on production and shipping between customer and
related department without mistakes, Inventory management
4. Visiting Sales；Sales Activities
Management of sales process, Customer relationship management, Define
objectives of visiting, Preparation of visiting, Contact customers, Provide
customer values, Implement systematic sales and proactive proposal sales,
Gather and active use sales information, Form plenty contacts
63. Points of Daily Work Management for Manufacturing
1. Production Planning and scheduling
Production Planning(annual/quarter/mouth/week/day), Coordination
for changes, Scheduling and arrangement of material/
process/procurement, Inventory management, Leveling operation
loads, Minimize production loss/ material arrange loss, Take measures
suited to the occasion (Accept order change, design change, process
change)
2． Manufacturing ；management of manufacturing process
Compliance Instruction of Production , Preparation & Settlements,
Initial phase control, Daily report, Relieve shift, Shop meeting(Share
information and solving problem) , Progress & overtime management,
Alter/change management , Process Control, Management of
abnormality and management by exceptions
3． Maintenance/ preventive maintenance
Support Autonomous maintenance, Equipment maintenance(Repairs,
TBM, CBM, PM, CM), Initial Phase management( Reduction of lead
time, Vertical start-up), MP Information, Diagnosis and failure
analysis Technology
64. Points of Daily Work Management for Development
Challenge and devote to uncertainty of environment and technology：
Do completely what should do for structural changes
1. Development program management：Supporting to Project
Management
Program and progress, Procure materials and equipment, Support
and motivate members, Risk management, Communication and
coordination of activities, PDCA, Plan of DR(Concept Design,
General Planning, Detail Planning, Trial evaluation )
2． Design & Development
Function/ Structure & Reliability, Learning, Implement DR,
Verification & Validation, Define and confirm requirement of
specification, Visualization of thinking, Clarify intention and
Consistent between concept- specification-drawing, Correspond to
results of DR; Correction and Alter Management, One point
coaching, Good use of ICT, Enhancement evaluation technology
3． Experiments and trial manufacturing & testing
Experiment（Virtual/Simulation, Real）, Prepare/Implement/
Examine of Experiments, Trial manufacturing, Test and Establish
test codes, Accumulate and Use of Know-how/Know-why and
technology, Applicate statistical method(DOE, Reliability etc. )
65. Points od Daily Work Management for Procurement
Roles of Procurement for QCDS are very important/ Daily Work
Management with Business System Flow
1. Ordering
Sales contract, Assurance of Delivery and Quality, Prepare order
sheet and order based on inner customer request, Follow of order
and confirmation of delivery, Prevent of delay, Alter and cancel
an order, Handling claims and defect, Correspond to design
change, Traces, First in first out, Inventory management
2． Receiving after Inspection/ Incoming goods check
Incoming good check and debt, Equipment/devices/die/jig, MP
design and FMEA, Establishment and operation of assurance
purchase system for material/equipment, Prevention of mistake ,
management by exception, Prevent of trouble of Incoming
equipment and die
3． Support to suppliers ; Improving capability of suppliers,
Define purchase requirement, Evaluate and select suppliers,
Technology support, Design in, Cooperate technology
development, Support of personnel development and quality
management, VA/VE
65
66. Points of Daily Work Management
for Administration / Head Office
1. Accounting / Financial administration
Financial accounting, Budget control, Costing, Correct and right
processing without error/omission/mistake, Internal Control（transparent,
relevancy, compliance）, prepare and analyze financial statement and
analyze, Speed up accounting and preparing reports , Project
planning & evaluation, Reducing and checking losses, Cash flow
management and management of funds
2． Education & Training
Human resource development, Proactive education & training to
adapt business environmental change, Organize consistent
curriculum, Prepare effective education & training,
Implementation and evaluation/follow up, JIT of education for
problem solving, Conduct and support behavioral changes
3． General affairs / Legal & Documents
Leveling of operation by standards and multi-skilling, Promotion
of effective cooperation, Document keeping and looking, Building
and operation of business system flows, Failing system and active
use of information, Maintenance of history record and latest
edition and effective period keeping, Active use IT & groupware
66
67. Points of Daily Work Management
for Cross functional Element management
1. Quality Management
Construct and operate quality management system, Appropriate
correspondence for claims/complaints，Establish Condition and activities for
prevention of defects, Communication and coordination of relevant people,
Self process completion, Change and alter management
2． Cost Management & Profit Management
Increase values of each operation, Less non added value operation, Identify
loss and prepare of loss-cost matrix, Reduction of opportunity loss, Evaluate
variable element for investment, Cost planning and control, Costing
3． Delivery Management / Time management
Delivery compliance and reduce lead time, Multi-skilling/ leveling/
coordination of load and delivery, synchronizing, Concurrent engineering,
Reduction of development lead time, Vertical start-up, Frond loading
4． Personnel Management / Human Resource Management
Enhancement of skill, Motivation, Organization culture, Employee
Satisfaction, Empowerment and autonomy. Education and Training, Job
rotation/Job Enrichment/ Job Enlargement, Personnel Management
5． Safety Management
Zero accident/incident/ disaster, 5S, Visualization, Eradicate unsafe action
and unsafe condition, Pokayoke and Fail safe, Safety training/patrol, KYT
68. Points of Implementation for
the Effective Daily Work Management
1. Adhesion and Continuation
Make to redefine and to evolve continuously “What must do ”, and then “ Do
completely and persistently “
Business environment that undermine the adhesive strength of the site (Gemba)
① Exhaustion of the site by the restructuring: Efficiency Supremacy Principle
② Increase of non-regular employees: Instability and diversification of employment
③ Outsourcing development: Improvement the business quality, kaizen is difficult
④ Skills and knowledge transfer discontinuity: lack of core competence, Cavitation
⑤ The introduction of merit: promotion of short-term orientation, Dilution of a
sense of solidarity
⑥ Progress of IT adoption: the weakening of sites and actual principle,
interpretation capabilities and convincing weakening
⑦ The lack of pride: The lack of self-esteem, Self-esteem, Sense of ownership
68
69. Continuity due to improper management and Lack consistency Activity
① Lack of purpose syndrome; Course activities without a philosophy, vision
and strategy
② Thoughts avoidance syndrome ； Jump into uncritical thing
③ Across the board deployment syndrome; Pressing the lots of
requirements on the site
④ Burnout syndrome; With the idea motion deployment burnout the
Stagnation and Downturn
⑤ Mere facade syndrome; System maintenance and targets lacking the
concrete measures and activities deployment
Value the basic, flexible to changes in environment and boldly
challenge to the possibility
Consistently and Continuously enforce the Idea, and display the
Organizational capability and strength in the Vision
Believe in the potential of the front line people , and improve
sustainably the psychological energy
System which have the research dynamism function of nervousness
and sense of accomplishment
69
70. 2．Autonomy and Vitality
Daily work has been comparatively structured, but the front line people
situation assessment and support dependent parts will remain
Do not lose sight on sense of mission and purpose, have a sense of
responsibility and pride in a sense of ownership, "Exactly do the thing
to do" in particular a sense of accomplishment
It is essential to trust the front line people and trust the work place relationship
Carried out the daily work by voluntary and autonomously based on the
mission and purpose, expected effect, code of conduct, empowerment, public
information, improvement activities etc.,
Respect for the individual, personality and characteristics, Tolerance of
failure and Learning from failure, Implementation of the necessary education
and training, System of Reporting and communication and consultation,
Approval and incentives etc.,
Environmental maintenance support activities that autonomy, spontaneity,
autonomy can be exhibited 70
