Redo is not a good thing to do at work.
When I say, let's get rid of waste.
"There is no waste in this world."
"Isn't there play on the steering wheel of the car?"
There is a person who says.
It is just a replacement of the argument, and the argument is not intertwined.
A designer finds it difficult to understand information from sales regarding the specifications required by customers.
He was tired of making inquiries daily.
"In addition, there are words that are so vague and incomprehensible. I have to confirm!"
"If you read the text from the sales staff carefully, it's a standard specification. So let's check it for the time being."
"I can't put an outlet on the right side of this machine. Look at the rulebook!"
It was my daily soliloquy.
I can't open the humour just by being alone when I say this.
If you have problems quite often, the first thing to do is record this phenomenon.
You can easily create a table with spreadsheet software and record when, who, and when you made such an inquiry, as it only takes one to two weeks.
Then, the factors of each phenomenon are analysed.
Record what you are doing and analyse the cause.
Why should I make such an inquiry?
The specifications of the machine are standardised, so if the sales staff can send us easy-to-understand information,
You can move on to arranging parts without drawing.
Yet, designers contact their salespeople every day.
What is the significance of the person in charge of designing?
Isn't it possible to draw a product drawing that meets the customer's request by utilising the technical knowledge in his mind?
If you raise the abstraction level a little, drawing is just a means, so it can also be said to provide the information necessary for manufacturing.
The person in charge of design who analysed the contents of the inquiry for two weeks could see the cause.
I concluded that the main reason was that the salesperson did not look at the rule book.
I checked where in the rule book it was written for each phenomenon.
When I found out the cause, I proposed an online meeting with the sales leader.
The salesperson checks the rule book with the salespeople at the net meeting and then
I was relieved when I settled down if I asked you to write the specifications.
And it is the day of the net meeting.
He said, "I know there is a rulebook, but to be honest, I don't always look at it."
"I have business talks with customers in the catalogue, but I always answer that I can't do it because the customer's request is not enough for the options in the rule book, so it's difficult to do the job."
"When I listen to each customer's request, I have a hard time adjusting to the specifications of our machine."
The designer thought that he would have to give the instructions to the sales staff, but on the contrary, he had to take the dissatisfaction of the sales staff with all his heart.
The designers thought their products were standardised to meet the customer's demands by adding a few optional specifications, but they quickly overturned.
In this case, we reviewed the standard specifications again and created specifications that match them.
We have created specifications so that sales staff can quickly negotiate business, only when there is a request for optional specifications.
I tried to put a checkmark in the application column.
Sales disambiguated by making it impossible to write any text.
Toyota's production line pays particular attention to in-process inventory.
Be careful if there is any accumulation between processes.
If you look for the cause, you can see the real problem.
This time, it was an example between design and sales, but it will be about information space.
In the information space, there is no physical problem like inventory, so
On the surface, it's hard to find the problem.
In this case, problem awareness was born because the designers made inquiries every day, which was disgusting at first. And he focused on "redoing".
By explicitly listing the phenomenon of "redo" and pursuing the cause,
You can see the actual cause.
As I just explained,
finding problems due to inventory at the manufacturing site
and "redoing" in the information space have something in common.
By raising the level of abstraction in this way, you will promote Kaizen's horizontal exhibition.
Yesterday I received a lot of inquiries.
You pointed out that there was something unclear about the information I submitted, but at the time I made that information,
It was the information I submitted while feeling "It's a difficult form to understand !!".
Inquiries would come.
It is the rule book in the case study introduced today.
I don't use the rules because they are difficult to understand and see. No rules are shown.
Because the rules are ambiguous, I can't make a form to fill in the information well.
From the designer's point of view, it was a heavenly brim, but we were able to win-win for each other.
This case is rolling everywhere.
If you understand this case with a higher level of abstraction, RAS will open, and you will see the case again.