Management Kamishibai Cards As A Tool To Sustain Lean ProgressScott Cornell
This is a white paper that was accepted by the Reliable Plant 2011 conference in Columbus, OH April 19 -21. I will be presenting this and a bit more in a power point presentation during the conference.
Kamishibai Process And General Training Instructions Created By Todd Mc Canntmccann2006
This document provides instructions for using a Kamishibai process to support management observation programs and leadership safety audits. It describes:
1) Key elements of the Kamishibai process including establishing standard inspection methods, creating a culture of respect, and embracing a spirit of continuous improvement.
2) Examples of how a Kamishibai post can be organized to track inspections, with cards assigned to different days and areas to inspect and identify deficiencies.
3) Alternative layouts and workflows for the Kamishibai post, including options for placing completed cards and reloading the post at the end of each week.
Kamishibai originated in 12th century Japan as a storytelling technique used by Buddhist monks to convey moral lessons through illustrated picture scrolls to an illiterate audience. It was revived in the 1920s-1950s as itinerant storytellers traveled between villages on bicycles with a small stage, telling stories in installments using illustrated cards to entertain children. With the rise of television in the 1950s, the practice gradually disappeared. However, kamishibai has recently seen a revival in Japanese schools to promote literacy and moral values through traditional folktales.
This document provides 12 questions to ask during a "Gemba walk" to help identify opportunities for process improvement. The questions focus on understanding the value created, the current process, normal/abnormal states, what is working well/not being maintained/broken, what is not understood/documented, and what is creating waste, strain, or unevenness. Asking these questions while directly observing the process can help identify issues and enhancement opportunities.
2016 Shingo Research Award recipient - a 'how to' outline for executives trying to do an effective Gemba Walk. The related book is available on Amazon. Add more info in Version 2 of the book on 'doing a walk in an office' environment and for 'coaching' gemba walkers.
Management Kamishibai Cards As A Tool To Sustain Lean ProgressScott Cornell
This is a white paper that was accepted by the Reliable Plant 2011 conference in Columbus, OH April 19 -21. I will be presenting this and a bit more in a power point presentation during the conference.
Kamishibai Process And General Training Instructions Created By Todd Mc Canntmccann2006
This document provides instructions for using a Kamishibai process to support management observation programs and leadership safety audits. It describes:
1) Key elements of the Kamishibai process including establishing standard inspection methods, creating a culture of respect, and embracing a spirit of continuous improvement.
2) Examples of how a Kamishibai post can be organized to track inspections, with cards assigned to different days and areas to inspect and identify deficiencies.
3) Alternative layouts and workflows for the Kamishibai post, including options for placing completed cards and reloading the post at the end of each week.
Kamishibai originated in 12th century Japan as a storytelling technique used by Buddhist monks to convey moral lessons through illustrated picture scrolls to an illiterate audience. It was revived in the 1920s-1950s as itinerant storytellers traveled between villages on bicycles with a small stage, telling stories in installments using illustrated cards to entertain children. With the rise of television in the 1950s, the practice gradually disappeared. However, kamishibai has recently seen a revival in Japanese schools to promote literacy and moral values through traditional folktales.
This document provides 12 questions to ask during a "Gemba walk" to help identify opportunities for process improvement. The questions focus on understanding the value created, the current process, normal/abnormal states, what is working well/not being maintained/broken, what is not understood/documented, and what is creating waste, strain, or unevenness. Asking these questions while directly observing the process can help identify issues and enhancement opportunities.
2016 Shingo Research Award recipient - a 'how to' outline for executives trying to do an effective Gemba Walk. The related book is available on Amazon. Add more info in Version 2 of the book on 'doing a walk in an office' environment and for 'coaching' gemba walkers.
K-Cards: How a facilitated presentation works!Chris Saunders
Based on "History of K-Cards" Blog by Paul Holland.
Short cartoon created for a Christchurch (New zealand) testing meet-up where we trying out using K-Cards.
Hopefully this makes life a little more easier for explaining facilitated presentations. I have only seen it used once myself but it's been around since 2005... see Paul's blog post http://testingthoughts.com/blog/26
Thanks to Sophie-Anna and some work colleagues for lending their voices.
Kaizen is a Japanese philosophy of continuous improvement. It focuses on improving processes in manufacturing, engineering, and business management. The document outlines the key elements of a typical Kaizen report, including defining the current condition and identifying issues, performing a root cause analysis, developing and implementing countermeasures, and establishing target conditions and follow-up processes. A successful Kaizen aims to eliminate waste, combine steps, rearrange processes, and simplify work through small, incremental changes to achieve continuous improvement.
Lean Lessons for the Digital Age by Daniel T Jones, Lean IT Summit 2014Institut Lean France
Lean Lessons for the Digital Age discusses applying lean principles to digital work. It suggests moving from projects to continuous improvement streams with rapid learning cycles. People should learn together from asking questions and helping others, moving from experts dictating solutions to empowering users as partners. Focus shifts from control to creating value for users by understanding and solving their problems within networks, not rigid systems.
The document discusses Toyota's creation of a unique synthesis combining quality management, end-to-end value streams, and organizational learning. It presents Toyota's reference model for managing lean organizations, including focusing on vital few priorities, aligning through hoshin planning, analyzing value streams, and achieving stability through gemba management and kaizen problem solving. The model emphasizes defining value for customers and the organization, establishing high-level objectives and interdependencies, deploying through hoshin planning and catchball, and focusing on vital value streams.
Scrumban - Projektentwicklung mit Scrum und Incident-Management über Kanban m...Cem Kulac
Die Kombination von Scrum und Kanban erleichtert die Planung der Projekte, ohne Vernachlässigung der täglichen Anfragen oder Problemfälle. Scrumban liefert die ideale Lösung für Teams mit Projektarbeiten und Verantwortung für z.B. die „Daily Operations“
Depois de ver alguns erros na interpretação deste conceito, me aprofundei um pouco mais no assunto e julguei ser bom compartilhar com todos o meu aprendizado, fruto de pesquisa e discussões com meus colegas dos USA e Japão, o que gerou a apresentação em questão, faltou somente eu dizer que nas aplicações junto as áreas de Manutenção e Ferramentaria, os Cartões podem ser substituidos por O.S. em seu formulário original, ficando o Quadro Kamishibai para ser usado como distribuidor de atividades ou tarefas
The document discusses building a lean management system. It provides examples from Toyota of integrating process thinking, learning, and quality approaches. Key aspects of developing a lean system include having a shared language, understanding organizational dynamics and performance gaps, agreeing on important problems to address, developing visual tools to monitor plans and identify variations, and building knowledge through experimentation and communities of practice. The overall goal is to create stability and address issues systematically using a plan-do-check-act approach to continuously improve the organization.
Au Lean Summit France 2016, Daniel Jones explique l'adéquation de la pensée Lean à l’ère du numérique. Selon lui, les enjeux du numérique se situent sur trois axes : les potentiels techniques, les dynamiques sociales et le rapprochement du client. La pensée Lean permet de libérer le potentiel et les promesses de la technologie.
This document provides an overview of the Oobeya technique used in Lean management. Oobeya, which means "big conference room" in Japanese, is used to make knowledge work visible so waste can be eliminated. It involves defining clear and measurable targets, decomposing those targets to individual team members, and using an "issue board" to identify and resolve problems in a constructive manner. The leader's role is to define targets, manage the process, and ensure work is balanced, while members work to deliver solutions and report on progress toward targets using a Plan-Do-Check-Act framework.
Lean is a business system that learns to solve the right problems faster than competitors while wasting less time, effort, capital and resources.
Discover Daniel T Jones presentation from the 6th international Lean IT Summit in Paris in March 2017.
The document provides tips and tricks for using PowerPoint more efficiently. It recommends customizing toolbars, using shortcuts, building templates with common elements like colors and fonts, keeping designs simple, and focusing on content over visuals. The goal is to spend less time on layout and more on content creation.
8 steps for Future State Value Stream mapping, using my personal Lighter Factory Example,
More information and explenation to this example can be found on www.panview.nl
A quick guide to Value Stream Mapping.
For explaination of the sheets, please visit:
http://www.panview.nl/en/lean-production-lean-toolbox/value-stream-mapping-vsm
This document outlines the use of a Kamishibai board and cards for continuous improvement activities. The board uses labeled T-cards to guide discussions and identify areas for further action through a standard operating procedure. The cards contain questions and can be general or specific to workstations. A tracking sheet visually records who has participated. Red cards indicate issues that should lead to a 3C form or Kaizen project to improve standards.
K-Cards: How a facilitated presentation works!Chris Saunders
Based on "History of K-Cards" Blog by Paul Holland.
Short cartoon created for a Christchurch (New zealand) testing meet-up where we trying out using K-Cards.
Hopefully this makes life a little more easier for explaining facilitated presentations. I have only seen it used once myself but it's been around since 2005... see Paul's blog post http://testingthoughts.com/blog/26
Thanks to Sophie-Anna and some work colleagues for lending their voices.
Kaizen is a Japanese philosophy of continuous improvement. It focuses on improving processes in manufacturing, engineering, and business management. The document outlines the key elements of a typical Kaizen report, including defining the current condition and identifying issues, performing a root cause analysis, developing and implementing countermeasures, and establishing target conditions and follow-up processes. A successful Kaizen aims to eliminate waste, combine steps, rearrange processes, and simplify work through small, incremental changes to achieve continuous improvement.
Lean Lessons for the Digital Age by Daniel T Jones, Lean IT Summit 2014Institut Lean France
Lean Lessons for the Digital Age discusses applying lean principles to digital work. It suggests moving from projects to continuous improvement streams with rapid learning cycles. People should learn together from asking questions and helping others, moving from experts dictating solutions to empowering users as partners. Focus shifts from control to creating value for users by understanding and solving their problems within networks, not rigid systems.
The document discusses Toyota's creation of a unique synthesis combining quality management, end-to-end value streams, and organizational learning. It presents Toyota's reference model for managing lean organizations, including focusing on vital few priorities, aligning through hoshin planning, analyzing value streams, and achieving stability through gemba management and kaizen problem solving. The model emphasizes defining value for customers and the organization, establishing high-level objectives and interdependencies, deploying through hoshin planning and catchball, and focusing on vital value streams.
Scrumban - Projektentwicklung mit Scrum und Incident-Management über Kanban m...Cem Kulac
Die Kombination von Scrum und Kanban erleichtert die Planung der Projekte, ohne Vernachlässigung der täglichen Anfragen oder Problemfälle. Scrumban liefert die ideale Lösung für Teams mit Projektarbeiten und Verantwortung für z.B. die „Daily Operations“
Depois de ver alguns erros na interpretação deste conceito, me aprofundei um pouco mais no assunto e julguei ser bom compartilhar com todos o meu aprendizado, fruto de pesquisa e discussões com meus colegas dos USA e Japão, o que gerou a apresentação em questão, faltou somente eu dizer que nas aplicações junto as áreas de Manutenção e Ferramentaria, os Cartões podem ser substituidos por O.S. em seu formulário original, ficando o Quadro Kamishibai para ser usado como distribuidor de atividades ou tarefas
The document discusses building a lean management system. It provides examples from Toyota of integrating process thinking, learning, and quality approaches. Key aspects of developing a lean system include having a shared language, understanding organizational dynamics and performance gaps, agreeing on important problems to address, developing visual tools to monitor plans and identify variations, and building knowledge through experimentation and communities of practice. The overall goal is to create stability and address issues systematically using a plan-do-check-act approach to continuously improve the organization.
Au Lean Summit France 2016, Daniel Jones explique l'adéquation de la pensée Lean à l’ère du numérique. Selon lui, les enjeux du numérique se situent sur trois axes : les potentiels techniques, les dynamiques sociales et le rapprochement du client. La pensée Lean permet de libérer le potentiel et les promesses de la technologie.
This document provides an overview of the Oobeya technique used in Lean management. Oobeya, which means "big conference room" in Japanese, is used to make knowledge work visible so waste can be eliminated. It involves defining clear and measurable targets, decomposing those targets to individual team members, and using an "issue board" to identify and resolve problems in a constructive manner. The leader's role is to define targets, manage the process, and ensure work is balanced, while members work to deliver solutions and report on progress toward targets using a Plan-Do-Check-Act framework.
Lean is a business system that learns to solve the right problems faster than competitors while wasting less time, effort, capital and resources.
Discover Daniel T Jones presentation from the 6th international Lean IT Summit in Paris in March 2017.
The document provides tips and tricks for using PowerPoint more efficiently. It recommends customizing toolbars, using shortcuts, building templates with common elements like colors and fonts, keeping designs simple, and focusing on content over visuals. The goal is to spend less time on layout and more on content creation.
8 steps for Future State Value Stream mapping, using my personal Lighter Factory Example,
More information and explenation to this example can be found on www.panview.nl
A quick guide to Value Stream Mapping.
For explaination of the sheets, please visit:
http://www.panview.nl/en/lean-production-lean-toolbox/value-stream-mapping-vsm
This document outlines the use of a Kamishibai board and cards for continuous improvement activities. The board uses labeled T-cards to guide discussions and identify areas for further action through a standard operating procedure. The cards contain questions and can be general or specific to workstations. A tracking sheet visually records who has participated. Red cards indicate issues that should lead to a 3C form or Kaizen project to improve standards.
This document discusses using a communication cell to improve communication within and between shifts and departments. It recommends standardizing the layout of the communication cell and using it to track safety, personnel, performance, and continuous improvement. Key performance indicators should be monitored and any issues not meeting targets added to a continuous improvement list to be addressed through kaizen events and audits.
1. The document outlines a safety program that includes monthly audits, daily mini-audits, and visuals to document safety practices and near misses.
2. It also describes implementing the 6S methodology which involves organizing a work area into sections for sorting, straightening, sweeping, standardizing, and sustaining the organization and cleanliness of the workstation.
3. The 6S sections provide details on using techniques like red tag zones, shadow boards, colored floor lines, workstation visuals and checklists, and regular audits to standardize and maintain the work areas.
The document discusses overall equipment effectiveness (OEE) and its components. OEE measures production productivity against the theoretical maximum and is calculated as the product of availability, performance efficiency, and quality rate. Lower OEE is caused by downtime, changeovers, speed losses, and defects which reduce actual production compared to the target.
The document describes three types of forms used in time studies. The first form is for an elemental time study and lists activities on the left side with columns to record sequential steps. The second form shows results of an elemental time study on a process map for each element. The third form is for multiple observation studies and includes product information, average yields, and a list of activities observed over multiple rounds.
The document outlines 6 steps for process mapping and standardizing operating procedures: 1) Create a SIPOC to identify key processes, customer requirements, and supplier requirements. 2) Make detailed process maps using standard symbols to depict each step. 3) Review current operating procedures and identify any gaps. 4) Update existing procedures to a single page using graphics. 5) Create any missing standard operating procedures. 6) Establish an official digital database of all procedures and make them accessible to employees.
The document describes examples of value stream mapping (VSM) process and information flow symbols and diagrams. It provides a process flow example with two workstations connected by a push system and stock in between, where workstation 1 has a cycle time of 1 second and workstation 2 has 39 seconds, and products experience an average wait of 7.6 days in inventory. It also shows an information flow example where kanban cards are brought in a batch from the supermarket to a Heijunka box and then picked one-by-one.
1. 1. KAMISHIBAIBRETT AUF KOMMUNIKATIONSZELLE
1. Plan Brett mit T-Karten
2. Standard Arbeit: wie läuft man ein Kamishibai
ab?
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2. 2. KAMISHIBAI T-KARTEN
1. Zwei Seiten, grün und rot, mit gleichem Text
2. Auf Jeder Karte stehen ein paar Fragen über ein Thema geschrieben
3. Es gibt allgemeine Karten (gleich für jeden Bereich) und Bereich
spezifische Karten.
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4. 4. VERKNÜPFUNG ZWISCHEN KAMISHIBAI UND 3C
1. Eine rote Karte führt immer zu 3C
2. Es gibt zwei Möglichkeiten bei einer roten Karte:
• Der Mitarbeiter braucht Schulung (3C schreiben ist genug)
• Der Standard muss verbessert werden Kaizen!
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