Andrew Dillon. How to Think Like Shigeo Shingo

Transcription

1 Andrew Dillon How to Think Like Shigeo Shingo Shingo Inernational Conference / Atlanta / 27 April 2017

2 The Banana Challenge: What is wrong with you people?

3 Plan Why listen to me? Who is Shigeo Shingo? Why should we care about his thinking? Distinctive elements of Shingo s thinking Shingo s Scientific Thinking Mechanism for improvement 6. The secret to happiness and success in all things

4 Why Listen to Me? Long-time student of Japan Professional training in public health and linguistics (the scientific study of language, most accessible cognitive system) Taught Japanese, Chinese and managed language teaching program Shingo interpreter, translator and apprentice Years of collaboration with pivotal teachers from Taiichi Ohno s group Over three decades as hands-on teacher of improvement

5 Shigeo Shingo ( ) 1930 Graduates from Yamanashi Technical College; Joins Taipei Railway Factory Joins Japan Management Association (JMA). Defines production as network of processes and operations Teaches production courses for Toyota Forms Institute for Mgt. Improvement Develops pokayoke & source inspections Single-Minute Exchange of Die (SMED) Scientific Thinking Mechanism (STM) 1988 Honorary doctorate from Utah State Univ Consults and lectures internationally.

6 Why Should We Care about Shingo s Thinking? 1. Shingo originated some of the most indispensable and radically powerful concepts of the Toyota Production System. 2. More than any other key contributor to TPS, Shingo shows us how a failure to change our thinking condemns us to mediocrity. 3. Shingo s careful attention to thinking provides a model for how to learn and teach improvement in our organizations. 4. Shingo s guide to thinking shows us how to stay in the vanguard of improvement in the future. but only if you want to make money.

7 A Caution: Our Understanding of How Anyone Thinks Must Be Provisional easy Accessibility to Observation difficult Outcomes Behavior What He/She Tells Us Methods / Mechanisms 1. Preoccupatio ns 2. Assumptions 3. Motivations } Values?

8 Some Elements of the Cultural Background A dedication to making the country strong Commitment to community Intense competition for survival A thirst to learn A robust tradition of craftsmanship and apprenticeship 6. Modesty and respect for competence 7. High tolerance for learning by apprenticeship 8. Leaders are teachers and responsible for the culture they create

9 Notable Features of Shingo s Thinking Make the pie bigger for everybody Time is a reflection of motion Flawed thinking results in flawed practice Means should be appropriate to ends Blame the method, not the person

10 Shingo s Preoccupations thorough basic holistic revolution production management process functions improvement (kaizen)

11 Production is a Network of Processes and Operations

12 A Scientific Thinking Mechanism for Improvement Stage Stage Stage Stage Stage 0: 1: 2: 3: 4: The Foundation Identify the problem Basic improvement thought process Plan improvement Implement improvement

13 Stage 0: The Foundation View the phenomenon from multiple angles and multiple perspectives. Customer service response time may be exemplary, for example, yet quality may pose a problem. Patients may be satisfied, yet physicians overburdened.

14 Stage 1: Identify the Problem 1. Above all else, be dissatisfied with the status quo! 2. If you are satisfied, go to the shop floor and observe the process for an hour. Don t wait for problems to come to you. 3. Don t accept anything less than perfection. That means zero defects. Reject conventional wisdom about what is possible. 4. Tolerate no losses due to changeovers. 5. Take waste seriously. Don t make excuses for it.

15 Stage 2: Basic Improvement Thought Process (1) Fake Fact s 1. Get the facts. a. Don t be fooled by fake facts. b. Look below the surface c. Analyze, categorize, quantify d. Consider all production elements: subject, object, method, space and time e. Observe times and motions f. Analyze task elements

16 Stage 2: Basic Improvement Thought Process (2) 2. Pursue purposes/ends a. Define improvement easier, better, faster, cheaper, in that order b. How far you pursue linked means and ends will determine your improvement progress c. Don t stop! d. Muda links purposes to value

17 Stage 2: Basic Improvement Thought Process (3) 3. Find better methods a. Never assume the most familiar method is the best one. Even the best method in the world take getting used to. b. Conduct simulations to test new methods. c. Keep an open mind: remember that there are multiple means to every end. Pursue these until you reach Gilbreth s One Best Way.

18 Stage 3: Plan Improvement (1) 1. The process of actually planning an improvement generally moves through the following steps: a. Awareness this opens the door to improvement b. Coming up with an idea this is at the center of a plan. Identify an idea through association of ideas or the finding of new relationships or combinations among phenomena, e.g., i. Cause and effect ii. Opposition iii. Similarity iv. Proximity

19 Stage 3: Plan Improvement (2) c. Evaluation (Be sure to keep brainstorming distinct from evaluation.) i. Remember that there are evaluations that breathe life into ideas and evaluations that kill ideas. ii. Most objections are cautionary. Listen carefully. iii. Distinguish between objections to ends and objections to means and deal with them accordingly. d. Plan This must be concrete, comprehensive, low cost and high yield. The plan should respond to a manager s perspective, not an engineer s.

20 Stage 4: Implement Improvement 1. Always get agreement from the people involved. 2. You will need to overcome the considerable barrier of resistance due to habit. Be persistent and positive. Perseverance is what makes improvement blossom. 3. Instead of persuasion, work to engage shop floor people in collaborative experimentation.

21 Six Kaizen Principles 1. Be attentive to the suitability of work for humans 2. Divide tasks 3. Mechanize manual work 4. Substitute mechanical power for manual power 5. Balance work 6. Standardize

22 To Make More Money, Do This Be dissatisfied Clarify your higher aims Get the facts Understand purposes Plan Implement Be dissatisfied and have fun

23 大人者 不失其赤子之心也 孟子 离娄下 The great man is he who does not lose his child sheart. Mencius, Lilou 2