The following article is from Lean Manager, the author is Lean Manager
Manufacturing enterprises with good management are very respectful of on-site kanban management, especially Japanese and Korean enterprises. Kanban is to directly display the production plan, output, quality, safety, improvement, inventory and other information of the production site in the form of data on the public Kanban, so that all employees can clearly see it.
- Article Information -
The author of this article, Zhou Hongtao, was originally published by "Lean Manager" and authorized by Digital Enterprise.
The most primitive kanban management originated in Japan, originated in Toyota, and now with the development of information technology, many companies have replaced paper or wooden kanban with electronic kanban, but the soup is not changed, and the function has not changed at all.
Many people wonder why they can't send information to personal computers, mobile phones, and let everyone see for themselves, why are they still using such a "dirty" form of kanban?
Don't underestimate this board, sometimes it works better than any management measure. Because this form has openness, immediacy, and observance (standing prominently).
01
For example, the on-site employee work distribution board in the workshop
Many enterprises encounter the need to urgently work overtime to catch up with the order, a person has something to do, can not work overtime, so often do some people's ideological work, and even some pleading, the workshop director, the team leader is a headache;
However, everything has a cause and effect, and as long as the essence of the problem is understood, a solution can be found.
Some employees are afraid that they will do too much and be killed by the team leader to help the "rich" and "poor". Due to the lack of real-time disclosure, some employees have been unable to remember specific working hour data for a long time, especially other people's data. The working hours are all counted by the team leader at the end of the month, which is easy to cause employees to think that the black box operation.
In fact, employees are reluctant to take the initiative to work overtime, and many of them are caused by the vague working hour performance system and the lack of disclosure of actual performance.
If every day or after the end of each project, immediately publicize the working hours of each participant on the wall, and the employee has done 10 points of work today, and the particles are returned to the warehouse, and the particles are returned to the warehouse tomorrow, then why don't he work hard for 15 points and 17 points the day after tomorrow, why don't he strive to challenge the difficult and urgent projects, and do you still need to keep an eye on overtime?
This kind of work, this kind of overtime is active. Wouldn't it be nice to let those who work more get more, and those who work less get less, and restore the original face of work performance?
The two enterprises in which the author is engaged have set up a team work division system on the wall every day on the front-line site, from asking employees to work overtime in the past, to rushing employees back early, paying attention to rest, the method has changed, and the effect is very different.
The seemingly unsolvable problem can be solved with a single Kanban, making full use of the openness and immediacy of Kanban. Once some data is publicly displayed, it will stimulate the competitive momentum of colleagues to compete with each other, which will benefit both the enterprise and the people.
02
For example, the red and black list of on-site quality in the workshop
Product quality issues have always been a matter of great concern to every enterprise, and a large part of it depends on the control of the production process.
Problems in the production process can not be dealt with privately and solved, it must be widely publicized in various forms, one is to educate the responsibility of the person, and the other is to educate others, repeated mistakes are not tolerated, then this heavy responsibility falls on the Kanban.
Kanban is different from verbal talk, the leader speaks verbally, the words are fleeting, it is not easy to leave a deep impression in the minds of employees, and can not remember the clear cause analysis and closed-loop measures;
Studies have shown that 90% of the information a person receives is obtained through vision, which shows the importance of visual information.
As a manufacturing enterprise, the quality kanban generally has a red and black list of quality technology, A3 report kanban, skill assessment score kanban, etc.
In some enterprises, the quality inspection department finds quality or process problems during product inspection, and the unqualified single open, and then immediately enters the punishment link, and the matter is over.
This approach is too isolated, without a thorough analysis of the causes, without asking the 5 whys, and without educating the rest of the staff.
However, enterprises that have done a good job in this regard, on the one hand, publicize the problem phenomenon and frequency probability through Kanban, and then use the form of A3 report to analyze the real causes, formulate closed-loop measures (modify processes, work instructions, improve tooling and fixtures, etc.), and then educate and train all employees.
In order to improve the quality of the production process, the workshop regularly carries out training and assessment on the theory and practical operation of the process and process, and publishes the assessment results of each team and all employees, praises the excellent, and encourages the backward.
Of course, those who fail to pass the assessment will enter the state of retraining, rotation and standby, and the quality problems should be controlled from these sources, rather than just staring at the final nonconforming product punishment.
Of course, there are other factors such as R&D, suppliers, and equipment that will not be discussed here.
The quality kanban makes full use of the openness, clarity and honor and disgrace of the kanban, and the data standing there is a hundred times stronger than the passing clouds.
03
For example, the 6S kanban on the workshop site
There are always people who think that 6S is to sweep the floor, wipe the table, put things neatly, and do things that can be done by pure hygiene aunts, so why pay so much attention?
Energy should still be spent on how to improve quality, how to improve production efficiency, this is the source of profits; safety is of course very important, and safety incidents must be severely punished.
Who knows, 6S is closely related to safety, quality, efficiency and morale, just like fish can't do without water, and plants can't do without sunlight.
It seems that sweeping the floor and wiping the table is such a simple thing, but many companies just can't do 6S well, because they don't implement real-time feedback management and 6S kanban management.
First of all, you have to use the kanban board to clearly publicize the responsible area and 6S assessment points of each team, and deduct points or bonus points.
Secondly, you have to publicize the results of the daily and weekly inspections in the form of scores and photos, so that they know where they are wrong, and then improve within a time limit.
Finally, there should be a 6S score ranking of each team every month, and a mobile red flag and a little material reward will be awarded, just like the game level, and the winner will be rewarded by passing the level, enhancing equipment, and harvesting wealth.
The reason why the game is so attractive is that it pays attention to instant feedback and instant rewards. 6S Kanban naturally has this characteristic!
6S is not only "cleaning", it is a management methodology, but also reflects the spirit, spirit and spirit of all employees, and customers value not the surface of cleanliness, but a spirit of the enterprise, a culture, and an attitude of doing things.
The small 6S has played a big role, not only in terms of safety, but also in terms of quality and efficiency, as well as the spirit of front-line employees.
Especially in physical manufacturing enterprises, no matter how complex the product is, it starts from a screw, a gasket, and an action, originating from a clean and tidy manufacturing environment, and it can be said that there is no 6S manufacturing.
So you can't do 6S well because you lack a continuously updated 6S Kanban.
Kanban management is real-time management, is visual management, is public management, the first time will be the first-hand information in the workshop in the most conspicuous place to publicize, today's information, tomorrow morning will come out, even this morning's information, the afternoon will come out, and then praise the excellent, spur the laggards, the problem immediately analyzed, immediately closed-loop, immediately education, what kind of management is this, this is the game level management.
Toyota relied on this "soil" Kanban management to defeat the American information technology armed to the teeth ERP, MES, PLM and other tall systems, not to mention others.
Management should understand people's psychology, choose the right method, and get twice the result with half the effort.