…or what has been lost in translation?€¦ · hoshin kanri kaizen kanri nichijo kanri hinshitsu...

…or what has been lost in translation?

➔ ➔

“I have always said that the Japanese language is ever well put together, and if the Japanese language is interpreted skillfully it would help the development of the Japanese industry …. this does not work so well in other languages.”

“The Japanese writing system is very convenient (…). I think the Japanese writing system has contributed a lot to industry by helping people understand both actual and potential misconceptions”

Source: Workplace Management 100-year anniversary edition, Taichi Ohno 2013

Force = Mass * acceleration

Or

Work = Person * movement

«In Japanese we have two characters, both pronounced «doe», and the one with the person radical means «to work» and the one without means «to move». Because the two words have identical pronunciation, the image of «doe» – to work and to move – becomes the same. This is a problem. To see the difference means to be able to see waste.»

Source: Workplace Management 100-year anniversary edition, Taichi Ohno 2013

理Kanri (管理)

Genri (原理)

Seiri (整理)

Muri (無理)

理1. Make a detailed

examination2. Reflect thoughtfully on the

best approach to improve 3. Act in an insightful way to

make the right movements that result in the desired improvement.

Ri = cognitive working process

Source: Managing Quality Decisions – The Story of “Ri” Gregory H. Watson, March 2019

Kanri (管理): a logical way of working or “management system”

Hoshin Kanri

Kinobetsu Kanri

Kaizen Kanri

Nichijo Kanri

Hinshitsu Kanri

Jishu Kanri

Strategy Management

Cross-Functional Management

Improvement Projects

Daily Management

Quality Management

Self Management

Zenshateki Hinshitsu Kanri – Company-wide Quality Control

Source: Performance Measurement and Lean Transformation Management, Gregory H. Watson, March 2019

Daily ManagementBusiness Excellence

Hoshin Kanri

Kaizen Kanri

Nichijo Kanri

Hinshitsu Kanri

Lean Six Sigma

Identify the criticalbusiness areas ofConcern and makedecisions based onfacts and analyses

Sustain gains,document and measure process performance.

Eliminate the critical source of variation and create new process capabilities.

• Leadership• Management• Planning

• Systematic problem solving• Project management• Company wide improvement

• Customer• Sourcing• Delivery• Service• Support and Admin.

Energy is used in secondary

projects, which are not vital for

the strategy.

Project gains are not

sustained, and benefits are

lost.

Current stateIs not known.

Source: Various works of Gregory H. Watson

5W + 1 H QUESTIONS: ANSWERS:

What happened? Survey – conduct a detailed scrutiny

Who was there? The King – executive function

When did it happen? At Sunset – end of working period

Where did it happen? At the point of doing the real work

Why did it happen? To understand the real thing

How did it happen? Personal activity required to notice

Genichi genbutsu (地現物) – go and see!

Genri (原理): the original cause of an event or “real reason” (root cause)


Gemba (現場)

Workers manage “flow efficiency”

of value-adding work throughput.

Managers manage “resource efficiency”

to assure value-adding flow efficiency.

Executive Function

Productive Function

Gemba 1

Gemba 2

NegotiationProcess

“Nemawashi” (根回し)


Japanese Term English Term Literal translation

Seiri (整理) Sort Cleaning up

Seiton (整頓) Systematize Organising

Seisou (清掃) Sanitize Cleaning

Seiketsu (清潔) Standardize Standardising

Shitsuke (躾) Sustain Training and discipline

整

清

This “sei” means to “turn chaos into order.”

This “sei” means to make something “pure.”

Seiri (整理)= a method applied to make order out of chaos through application of a thinking or cognitive process


This “sei” means to “turn chaos into order,”

plus “ri” is a thinking or “cognitive process”.

整

理

This “sei” means to “turn chaos into order,”

plus “ton” means “immediately available.”

整

頓

Students learn from teachers at school that they must make their workplace in order: “seiri-seiton” they are told. They are not told to first “seiri” then to “seiton” their work area.


1. Study – Analyze work to find waste and value losses

2. Sort – Divide work into categories according to value

3. Systematize – Organize the flow of the work activity

4. Sanitize – Clean the work place so waste is more visible

5. Streamline – Eliminate unnecessary activities, bottlenecks

6. Simulate – Check work performance prior to change

7. Synchronize – Set the timing for optimal work flow

8. Safeguard – Eliminate the possibility of inadvertent errors

9. Standardize – Assure all work follows the standard

10. Sustain – Consistently perform and improve

Check

Act

Standardize

Do


SMBP Methods and Tools:

1. Environment Analysis

2. Product Analysis

3. Market Analysis

4. Product-to-Market Analysis

5. Product Portfolio Analysis

6. Strategic Elements Analysis

7. Resource Allocation Analysis

Hiroshi Osada (1998), “Strategic Management by Policy in Total Quality Management,” Strategic Change, Vol. 7, 227-287.

“Insufficient work standardization and rationalization create waste (“muda”), inconsistency (“mura”), and unreasonableness (“muri”) in work procedures and work hours that will eventually lead to the production of defective products.”

Muri (無理): “No waste from bad thinking” – irrational waste.This type of waste arises from poor decision-making.

Mura (無斑): “No waste from unbalanced working” – flow waste.This type of waste arises from poor work process integration.

Muda (無駄): “No waste in work discipline” – process waste.This type of waste arises from poor operational discipline.


Make decision based on analysis and evaluation of data and information

Source: Managing Quality Decisions – The Story of “Ri” Gregory H. Watson, March 2019

integrity

competence

sufficient data

“kanri” fails to operate

“genri” becomes compromised

“seiri” disappears and chaos ensures

so that the “muri” is passed on

If one of the conditions is not met, then the rationality of choice is impinged

和


“Wa” (和) = harmony, peace and balance

“Wa” is created when workers cooperate together for a common objective. It is the integrated cooperation of people that achieves desired results across the flow of work.

Organization Level Objective QualityEmphasis

Type of Waste

Improvement Projects

Methods & Tools

Senior Executives Agility Policy Muri Hoshin Kanri Presidential ReviewS-7 Strategic MethodsCross-Functional Teams

Cross-Functional Management

Harmony Flow Mura Kaizen KanriHinshitsu Kanri

Management ReviewGemba Walk5-S for ManagersProject Teams

Front-Line Workers Discipline Perfection Muda Nichijo KanriHinshitsu KanriJishu Kanri

Operational reviewSelf-Inspection5-S for WorkersQuality Circles


Need help in setting up yoursystem?

I’m here for you.

Sidsel W. StoraasExceptional Quality Leader

Storaas Quality Consulting AS

[email protected]+47 9478 9479

"You are providing a unique and modern approach to quality improvement that is no longer couched in the traditional way quality professionals speak – refreshing and well-done!" Gregory H. Watson

mailto:[email protected]

…or what has been lost in translation?€¦ · hoshin kanri kaizen kanri nichijo kanri hinshitsu...

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