Quality Through Innovation

Joop Bokern has written on the subject of Gemba - the place where value is added and problem solving needs to be delegated. Gemba should continually be a source of improvement. Problems abound in the Gemba, including quality problems, low morale, machine breakdowns, falling short of production targets, absenteeism, production delays, cost overruns, and human resource conflict.

Several appropriate sayings are subscribed to by Kaizen-oriented companies. The first is that 'We should welcome problems ... the more the better." Another is that "If no problem is perceived, there can be no improvement." In these companies, there is constant effort to make problems visible in the literal sense, so they can be quickly addressed and prevented in the future, thus allowing improvement to take place. This effort is called "Visible Management".

The most obvious and effective form of visible management is the stoppage of the processing line when there is a problem. Once the line has stopped, everyone knows there is a problem. Supervisors dash to the scene and the best available resources are allocated to correct the problem. If, on the other hand, the line does not stop, other workers will not recognise the problem and most people won't even perceive that a problem exists. So management encourages workers to stop the line. It believes that the line should be stopped when the problem is encountered so that it never has to be stopped for the same reason again.

Problems are really nothing more than abnormality or variability. Where an abnormality arises, a common tool to use is the fishbone diagram, which shows cause and effect. Usually we try to think of the '5Ms' with respect to cause and effect. There are many examples of visible management which point out the differences between normalcy and abnormalities.

How do you find out what the worker's morale is? This can be measured by the number of suggestions each person makes, the level of participation in Quality Circles, and absenteeism. These items should be charted at the Gemba. How do you know workers' skill levels? In many Gemba there exists a 'multi-skilled' board indicating who is trained to do what and to what level of proficiency.

How do you know if people are doing their work the proper way? This is made visible by using standard operating sheets displayed at each work station which show sequence of steps, procedures, safety items, quality checkpoints, and what has to be done when variability occurs.

How do you check if the process is running correctly? Gauges are well marked to show safe operating ranges. For example, a temperature sensing tape is used on motors to indicate whether they are operating properly. How do you measure the improvement being made? In many companies there are trend charts at each Gemba which show the ability to meet production schedules, overcoming quality problems, reduction in set-up times, and reduction in safety problems.

How do you know what is happening with materials? First, companies must employ the '5-S' tools for cleanliness, efficiency, and order. With 5-S, everything has its own place or location - a clear delineation is made between material storage areas and hallways; and every tool is in the right place. In many cases each tool is outlined, so that if only an outline is seen, one will know the tool is being used. Production schedule attainment is made visible. Production control boards clearly show schedule attainment by the month, day, and hour. In some companies where takt time (time interval between two consecutive products) is clear, a meter at the work station makes a minute-by-minute assessment of whether or not the production rate is exactly meeting the customer's demands. Kanban is used to let people know when materials need to be replenished, ordered, or transported. Rejects are made visible so everyone knows that they have occurred and why they occurred. It is interesting that the Japanese word for this process is Sarashikubi, from the medieval Japanese custom of displaying the chopped-off head of a criminal at the village square, as a deterrent to recurrence of crime.

How do you know how the machines are doing? In companies that practice JIT, it is common practice to have Jidohka (Autonomation) features which enable a machine to stop immediately when something is wrong. When the machine stops, a light (Andon) comes on, indicating a problem. Some companies have devised ways to indicate where the problem is; for example, using a matrix of lights showing that a machine is down and also the reason for the same. Lubrication levels, frequency, and type are indicated on the lubricant chart. Transparent covers replace metal housings, so that the operator can see if the machine is working correctly.