This blog started at the end of January 2021, but it has finally reached its 200th.
(Of which, 147 articles have been translated into English)
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After retiring from the company at the end of 2014, I started supporting Toyota-style Kaizen in 2015. We have provided a wide range of support from production site Kaizen to development design Kaizen.
When we reached the 5th anniversary in 2019, we wanted to expand the scope even further when I cut off Kaizen support for significant electric power companies.
When I was collecting information on the internet, I came in contact with the information provided by Dr Tomabechi, and a year later, I was certified as a Tomabechi coach.
There are many beautiful coaches under Dr Tomabechi, so when you have the opportunity to work with them, you can feel like you have improved your abilities. Improving efficacy is a coaching term.
Tomabechi-style coaching is a scientifically reliable method because it is based on cognitive science theory, unlike another coaching method. I knew when I was a company.
On the other hand, Toyota-style Kaizen has been developed based on the experience of seniors based on engineering and statistics.
The Toyota Production System is famous for "removing waste" at the manufacturing site. Still, the proper balance of Kaizen activities is to aim for what the company as a whole should be, not just at the manufacturing site.
As I studied the Tomabechi style, I found many parts in common with the Toyota style regarding the bare frame.
Looking at both of them at a higher level of abstraction, the idea of clarifying the "goal = what it should be" and valuing the path from the current situation to that point is precisely the same.
At the Toyota Production System, we will focus on human capabilities and process design to bridge the gap between what we should be and doing.
The Tomabechi style is characterized by humans unconsciously drawing out information and power to achieve their goals, but what they do to achieve their goals is almost the same. Both are Kaizen.
For example, when setting goals and what they should be, most people get caught up in the status quo, and it is challenging to raise their eyes.
The keywords "deny the current situation" in the Toyota production system and "remove the psychological blind spot" in the Tomabechi style are different. Still, at the starting point, both do the same thing.
On the other hand, in achieving the goal, the Toyota production system plans the process and capacity improvement in detail. Still, in the Tomabechi system, it is essential to utilize the abilities that human beings initially have, such as "Invent on the way". .. I think this is a big difference between the two.
During my time as a company, I have experienced many cases, from production site Kaizen to development design Kaizen.
Looking at this in the subject of Kaizen. I think Kaizen has been created from the physical space to the information space.
Looking at the Tomabechi formula from that point in the same way. The goal is visualized in the head and drawn. In the sense that the potential unconscious ability is successfully drawn out and the goal is achieved, the information space It's an improvement.
I devised a method to visualize the future image that people are vaguely thinking about and to use that image for what I want to do. I describe it with the word "Kaizen Your Future".
If you use this method, you will indeed find your excellent "goal = what you should be".
The higher it is, which is out of reach now, the bigger the result.
Your unconscious will take your severe feelings and begin to collect information that you have ignored until now, and when you realize you will find yourself different than before.
Similarly, in Kaizen, if you pursue what you should be severe, wisdom will spring up.
This method is accessible, so if you want to do it yourself, you can do it.
However, having a coach to think about what you want to do can help you reach your goals.
If you've been working for a company for years and you're thinking, "Let's think about the future,"
If your child lives a boring life and wonders, "what will happen to this guy in the future?"
If you're worried about your grandson's future life and think, "I have to get into a good school."