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I was interviewed by "Revolutionary Company Support Magazine COMPANY TANK".

The other day, I was interviewed by a magazine called "Campaign TANK, a magazine that supports breakthrough companies."

It is a magazine edited with the concept of boosting the back of "challenge people".

I'm honoured that "Kaizen Your Future" just caught the attention of the editors.

The interviewer was actress Miho Yabe.

I only saw Miho Yabe on TV several times,

Although the junior high school teacher objected, she set her career in the entertainment world. After graduating from junior high school, she aimed for the entertainment world, saying, "If I go to the glamorous world of the entertainment world, I can change myself." that's right.

That's what coaching is all about.

She set goals outside the current situation.

She also bounced back the words of the dream killer (the teacher).

She seems to have gone the way of Want to.

I was caught up in her interview. The reason why her interview was so good is that she is a business owner.

She was a person who had various experiences.

At first, I was a little away and nervous, but Miho Yabe brought out my daily thoughts well, so I enthusiastically said, "Kaizen is a human resource development!" It's gone.

The following is a story I enthusiastically told Miho Yabe.

Please read the full text below.

The section chief promotes quality improvement activities (excerpt) as a monolith.

The leader is the section chief.

However, the section chief alone cannot do anything.

First, I carefully discussed the director's policy with the section chief and decided what to do.

The chief also had a strong awareness of the problem, so he followed the section chief.

When he took action, the chief of staff, who had long experience in the field, was reliable.

He wanted to do something about himself but couldn't take the right action.

Once I had decided what to do, I went forward like a fish that got water.

All you have to do is create a "work standard" system. After that, there is nothing else to do.

I decided to make a "work standard", but the significance of the "work standard" was not in everyone's stomach.

Therefore, we decided to gather the workers to discuss the "work standard".

In the first discussion

"I have never used a work standard."

"I'm doing it my way, but what's wrong with that?"

"Just check the checklist rather than the work standard, and you'll do your best."

I just wrote down the negative opinions.

It was counterproductive.

But some mistakes are inherent.

It is also a failure from the attitude of earnestly grasping everyone's opinions, so if you discuss it carefully again, everyone should understand it.

Even if there are opposing opinions, like in a vector-aligned session,

We will proceed to that discussion if one or two positive ideas emerge.

At first, it turned out to be an unwilling meeting, but once again, the leader himself really understands the significance of the "work standard" and explains it first.

I understand well to the section chief, chief, and group leader.

I first explained the leader's opinion, changed how to listen to everyone's opinion, and re-challenged them.

This meeting aims to bring out the same awareness of the problem, regardless of the shade.

The last discussion ended with everyone colliding with ideas from the past to the present.

But this time, it's different. Everyone's opinions have changed.

Everyone has become future-oriented.

I started to notice the problem with the way I used to be.

I noticed that everyone was doing it on their own.

Of course, not everyone was trying to make a defect, but it wasn't a very stable way of quality.

The enthusiasm of the leader was also firmly conveyed.

After that, the leaders and staff revised the "Working Standards", and they heard everyone's opinions every time they made a revised version.

They completed the "work standard" for one model by repeating this.

I tried it, and if I found a problem, I refined it further.

The first edition completed this way became a "work standard book" created by everyone.

It is essential that this "work standard" is created by everyone.

If the leader makes it, gives it to the worker, and says, "do it this way", few people will do it this way.

This time, the "work standard" created by everyone is filled with the thoughts of each worker who proposed the amendment.

Next, I tested the comprehension of the completed "work standard".

Unlike school entrance exams, it's not a test to screen out but a test to clarify what you understand and didn't understand and for everyone to understand until you fully understand it.

I explained this point to everyone in advance.

Then, when the items I did not understand became apparent, the section chief and the group leader explained them again.

All the workers understood the contents of the "Work Standards".

Even after I noticed a small problem, the worker created a correction proposal.

Based on that, we kaizen the "work standard" and further refined it.

It is continuous kaizen. It became the workers' habit.

When the "work standard" is completed, incorporating new KAIZEN and continuously revising it means that PDCA will continue to rotate.

If you go this far, you will have confidence in everyone involved.

From the worker's point of view,

At first, I was wondering what would start, but I realized that the procedure of the work I was doing and the method of operation was easy to make a mistake.

If you do it fixedly, you can work with peace of mind because no problems will occur.

Even in the comprehension test, I found out that I lacked understanding and was asked to explain it repeatedly, so I was confident that I could understand all the "work standard documents".

The fact that the chief of staff and the group leader have come seriously is reflected in the results.

They trained independent workers in this activity.

Unlike in the past, we can now take on new challenges to improve our products.

They are at the forefront of manufacturing.

In this division, manufacturing has learned the original way of working = the royal road.

Through this activity, leaders have learned authentic leadership.

We clarified the issues in the workplace, shared them with everyone, and solved them one by one.

It wasn't a one-person sumo wrestling. We have stepped up everyone involved.

The leader is a graduate.

He has new challenges awaiting him.

Please read the full text below.

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