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(Continued)"For what" and "for whom" are you doing your work?

It is a story about the kaizen activities of people in charge of maintenance services for a specific equipment manufacturer.


It is the comment I made at the end of my last post.

I want Kaizen members to seek efficiency through something other than IT.

They must work as efficiently as possible, as they are overwhelmed daily.

I do not deny it.

How much do the people in charge of construction

rely on the "procedure manual" that You made,

Let's find out first.

You can go to the site or ask the work leader.

Take a step outside the office where you are currently working and see the reality with your own eyes.

Step outside the status quo and take another look at your work.

I suggested the above to Kaizen members.

I hope that new images will emerge in their minds shortly.

By stepping out of their comfort zone, they will see something different in their minds.

We hope to see the original meaning of our existence based on what we have newly seen.

-- I can report on this continuation by the end of this month (October).


Well, two weeks have passed since then.

Two Kaizen members had an “opinion exchange” with the local construction leader.

As a result, regarding the contents of the procedure manual, he gathered opinions on unnecessary parts and parts that were difficult to understand, created a revised proposal for the procedure manual, and reported it to me.

They caught the ball I threw two weeks ago and threw it back.

Unfortunately, the ball they throw back seems to hit the ground before it reaches me.

It was a fragile ball. The ball they threw back didn't even reach my feet.

I questioned them.

"What did you feel after exchanging opinions with the leader of the local construction?"

"Anything is fine, so try to remember what you felt."

"For some time now, the manual (which we created) has been

I had heard rumors that it wasn't used much, but it was true."

"The procedure manual (we are making)

It didn't seem to be very useful (and unfortunately)."

"The leader of the local construction

He said that it is desirable to be"

"Since we do not have know-how about the details of the construction,

I can't describe that part in detail."

I felt like I had found a light in the darkness when I heard this.

Hearing these words, I felt a deep emptiness in my heart.

They are busy working every day. So it's the best situation to do my work every day.

I don't see any signs of it getting any easier.

It is their current situation.

It is the world they take for granted.

This world is called the comfort zone.

They are starting to think about getting out of this status quo.

It takes a lot of energy to get out of your comfort zone.

If you leave it alone, you will live in your comfort zone forever.


They have yet to understand it, but there is a lot of information around them that they need for their kaizen.

There is a lot of important information around them, like what they told us this time.

  1. The site construction leader wants the procedure manual to be created for the workers.

  2. Workers are not making good use of current procedure manuals such important hints have always existed in their immediate vicinity.

But they didn't think it was important information to them.

We are so immersed in our current comfort zone that we cannot see the outside world.

They shut out information that seems irrelevant to them through the RAS (reticular activation system) filtering effect in their brains.

The only way out of this is to get out of your comfort zone.

First of all, the construction manual.

"For what" and "for whom" are you creating?

Finding this answer is their first step to getting out of their situation.

"Is the procedure manual you've worked hard

to make not very useful?"

If they can turn their attention to this fact, their kaizen activities will no longer be activities that "seek only efficiency through IT."

Originally, manuals should have been used by workers.

What kind of procedure manual should I make to make such a procedure manual?

Just ask the worker if it comes to mind later.

If you can see what you need to do, you can find many ways.

It is true Kaizen.

It is how it works.

If you can do this, don't you think you'll be able to feel the results of your work like the father of the greengrocer?

As I mentioned last time, when thinking about this problem,

The greengrocer's father talks directly with the customers and has a firm grasp of what the customers want.

To satisfy our customers, we purchase vegetables that meet their needs.

The greengrocer's father makes his own decision

when purchasing on that morning,

When customers buy with a smile, we can feel the results first-hand.

That's why the greengrocer's father is always in good spirits.

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