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Implementare miglioramenti

 
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QualitiAmo - Stefania
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MessaggioInviato: Ven Lug 03, 2009 10:57 am    Oggetto: Implementare miglioramenti Rispondi citando

Su Improvementman potete leggere un articolo dal titolo: "Implementing Improvements".

Questa è la versione tradotta in italiano con il traduttore automatico di Google.

I just started re-reading a book called Gemba Kaizen by Masaaki Imai. In chapter two he talks a little about the role of management There are two groups of people in an organization: the money earners and the non-money earners. The non-money earners are people with the titles of chief, head, director, supervisor, manager and also includes all staff spanning the organization to include finance, advertising, quality, and industrial engineering. No matter how many hours they put in or how hard they work they do not directly earn money for the company. When filing your personal taxes the IRS would consider these type of people "dependents" to the money earners who are the people who actually make the product or service that customers buy. No matter how hard my kids work around the house and no matter how much money I decide to give them for allowance (if any) they still do not bring in money to the family unit. They are dependent on me to provide for their needs.

So, if management doesn't earn money for the company what should their role be? The answer should be obvious, to support the money earners! If management's lives are dependent on the money earners ability to make money then they should do everything they can to make sure the money earners have the proper equipment, training, sales, efficiency, etc. so that they can work.

The money earners should be held accountable not only for production but also quality and cost. Both groups need each other to work effectively. Masaaki Imai describes the money earners as gemba people. Gemba means real place - the place where real action occurs. He says that the following conditions lead to a successful implementation of a gemba-centered approach. See page 18 of Gemba Kaizen.

* Gemba management must accept accountability for achieving QCD (quality, cost, delivery)
* Gemba must be allowed enough elbow room for kaizen (incremental improvement).
* Management should provide the target for gemba to achieve but should be accountable for the outcome. (Also, management should assist gemba in achieving the target.)


The benefits of the gemba-centered approach are many:

* Gemba's needs are more easily identified by the people working there.
* Somebody on the line is always thinking about all kinds of problems and solutions.
* Resistance to change is minimized.
* Continual adjustment becomes possible.
* Solutions grounded in reality can be obtained.
* Solutions emphasize commonsense and low-cost approaches rather than expensive and method-oriented approaches.
* People begin to enjoy kaizen and are readily inspired.
* Kaizen awareness and work efficiency can be enhanced simultaneously.
* Workers can think about kaizen while working.
* It is not always necessary to gain upper management's approval in order to make changes.

I just really liked some of the points he makes in his book and believe that even though the management of many companies are trying to implement some kind of process improvement initiative they lose site of the fact that they are dependent on the money earners, gemba workers, or sometimes referred to as the people on the bottom of the totem pole.

To implement improvements try developing a culture that is gemba centered. Break down management's kingdoms and give more power to the people! (I think there is a political philosophy in here that resembles America's founding fathers.)
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