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Seriously discussing issues fosters a relationship of trust.

Many companies in Japan seem to start consecutive holidays today (April 29th), so April will be over.

Many companies will enter the new year in April, and I think many of you have discussed important issues for this year during this month.

It is essential to share issues with stakeholders and solve them to achieve excellent performance in an organisation.

There was a problem with an organisation in terms of the relationship between the boss and his subordinates. Their culture is that "the boss gives a problem and takes responsibility for following the solution" and "the boss throws the problem to his subordinates". There are also people.

Some people justify "round throwing" because "I grew up in that environment since I was young."

It is not the reason, but such people do indeed exist. I want to leave such a person here.

For example, suppose that this year's task is to "improve the productivity of the manufacturing department by 10%".

The issues of this department as a whole will give to the subordinate organizations,

The challenge for the manufacturing department is to improve productivity by 10%.

The issue of the assembly section is "improve productivity by 10%."

The challenge for the assembler is "improve productivity by 10%."

At first glance, can we say that the issue of "improving productivity by 10%" is shared in the end?

The same word is transmitted to the whole like a secret word, but what exactly does the assembler do?

If April is about to end and you still say, "The challenge for the assembler is to improve productivity by 10%," then for the entire organization, "improve productivity by 10%." It will not achieve.

By concretely breaking down the issue of "improving productivity by 10%", the assembler calculates how many person-hours must be reduced to "improve productivity by 10%". , It is necessary to enumerate the mitigation measures commensurate with it and clarify what to do specifically for each process.

Once this is clear, the assembly chief and his subordinate team leaders can have a concrete discussion of how to solve individual issues.

Chief "Let's consider Kaizen measures for assembling parts A."

Team leader "I always thought that the process had a lot of walking."

Chief "Yes, let's first visualize the actual situation and identify the problem."

Team leader "OK. I'll videotape the work this week and observe it."

Chief "I'll ask. You can Kaizen the task in a month, so try to make a schedule that will complete by May. See it and have another meeting the day after tomorrow."

Team leader "I understand. I will visualize it, expose the problem, make a plan for Kaizen by the day after tomorrow, and prepare to consult with the chief."

If such a conversation can be made by the end of April, there is no doubt that the goal will achieve.

If a daily plan is made, the group leader can steadily proceed with KAIZEN based on it.

When it becomes necessary to make one parts shelf to proceed with the measures, the group leader will consult with the section chief and obtain permission to purchase.

Team leader "Kaizen will advance if there is a shelf, but if you make your own, it will be cheaper, so is it OK to buy materials?"

Chief "How much is it going to cost?"

Team leader "You can make the necessary shelves for 1000 yen. I see it for 10 seconds as a reduction effect."

Chief "OK. Buy materials early and proceed with KAIZEN."

And May 15th

Team leader "Chief, we reduced the man-hours as planned."

Chief "You did as planned. Thank you."

In this way, the relationship of trust between the boss and his subordinates becomes more muscular, and he will take on the next challenge.

"We will seriously discuss and carry out what we should do." It is important.

We still have 11 months left this year, so we will continue to discuss issues.

It is recommended.

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