An interview with Aisin Seki`s Executive Vice Chairman, (fmr. TMC Snr. Managing Director) Yasuhito Yamauchi.
Above Photo: Angela Corriero, Process Improvement Japan, left; Mr. Yasuhito Yamauchi, Aisin Seki center; Kozo Sakano, Process Improvement Japan, right
John Fraser, Lean 6 Sigma Black Belt in the UK had questions:
The Success Factor:
Targets will be met by waste elimination
(TPS`s 7 kinds).
How to inspire employee engagement?
In Japanese, Gheeno or 技能 means skill or technique. For artisans, it`s easy to see their talent and skill. In mass production, on the other hand, what is Gheeno?
It takes time and experience for a worker to develop his/her Gheeno (skills). These skills must be evaluated and recognized. Recognition and skill development "make it real" for the workers. They can see the fruits of their labour.
Workers become engaged in the process when they can really see the value in it.
What is the best way to manage resistance to change?
CHANGE THE GAME
Workers must be able to understand and agree with the benefits of engaging in the process.
Why did it work?
What were the benefits?
For the company:
When you ask your workers to start continuous improvement or do kaizen, the first step is NOT to focus on improving quality or reducing cost.
Start with the workers` benefit in mind. Give them a vested interest in company improvements.
Kaizen culture needs to start with the company helping to create a better working environment. Ie: Safer, more comfortable working conditions.
Trust and stronger relationships between management and employees will form. The spirit of kaizen will begin to develop. Then, after trust and spirit has been created, ask the workers to think about how to improve a certain problem area in the company.
When workers see what can result from working together, naturally the QC circle will be vitalized.
“In South Africa, we had success with this approach. We developed local QC leaders. We gave them proper training on leadership and kaizen methodology. Other employees watched as the leaders grew and developed. They were allowed to carry out their QC activities. It was very empowering. The other employees also became motivated.” Mr. Yamauchi recalls.
“Bosch in East Germany studied TPS and QC circle methods. We visited them to have a look. They are doing well - even the young members are engaged.” Mr. Yamauchi said.
Toyota`s Creative Suggestion System
The Creative Suggestion System is a key element of an effective kaizen system. It can, when implemented correctly, also be an effective tool for employee engagement. Even a small suggestion by an employee is recognized and acknowledged by the company. People like to be recognized. “Build up those small successes little by little.” Mr. Yamauchi says.
CASE STUDY 1: How Toyota`s CCC21 damaged the spirt of kaizen & The Toyota Way CASE STUDY 2: How engaging management is key to kaizen implementation, click here. Return from Employee Engagement to Process Improvement Japan
CASE STUDY 1: How Toyota`s CCC21 damaged the spirt of kaizen & The Toyota Way
CASE STUDY 2: How engaging management is key to kaizen implementation, click here.
Return from Employee Engagement to Process Improvement Japan