This article is the sequel to the March blog post.
If you don't recognise this as a problem and don't feel like repeating it next time, the habit of postponing it will continue to be the corporate culture. It's a bad habit.
Taking what happened this time as a problem, it is essential to pursue the cause firmly and not repeat the same mistake next time.
Can failure be seen as a problem?
Can you find the cause of the problem?
If you can't do this, it will always be the same. It cannot be used as food for the future.
They got over the wall.
It will be all right. I can assure you.
Can failure be seen as a problem?
Can you find the cause of the problem?
I have completed these two tasks.
Regarding 1., I was a little worried at first; however, whether the problem could be seen as a problem remains.
However, he took the message from me seriously, and the discussion started with the people concerned.
After discussion, the problem came to light. You should be able to discuss and share issues among the members.
I didn't share it with anyone by explaining or counselling me.
We were able to recognise the problem by ourselves.
I have a firm grasp of process issues and human issues.
There was a reflection that the individual designers did not consider enough in the process.
Instead of using the "Initial Examination Sheet (tentative name)", I explained it to my boss simply using drawings, and my boss also acknowledged it.
In the first place, it was troublesome to use the "initial examination sheet (tentative name)", so I thought that the designer might have flowed to a simple method, so I asked a question.
However, I received an explanation that the "Initial Review Sheet (tentative name)" was standardised in the past. Therefore, I could examine all the things to consider in the initial review phase, and it was a rule to use this. Rice field.
I didn't understand the purpose of the "Initial Examination Sheet (tentative name)" and asked a question by imagination, so I was bounced back.
"Process skipping" is forbidden. However, it is permissible to carefully consider improvements and change them, such as eliminating or reducing them. Still, once you have decided on a rule, you should not change it destructively.
They decided to write this firmly in the OP (operation program) and make it an indispensable process.
Next, I regret that the accuracy of the analysis results was poor, leading to the wrong decision.
It turned out to be a human capacity issue.
He said he did not have the basic knowledge necessary for analysis and how to utilise analysis techniques.
He said he knew what he needed and didn't know it.
I didn't have enough knowledge, so studying and supplementing it was a countermeasure.
Fortunately, there are people in the company who can teach it, so we all plan and study.
Another thing I found out is that it is essential to judge whether or not the technique is internalised by ourselves, as we do not realise that we lack the knowledge necessary for analysis.
It is essential to understand the change point.
It is essential to learn this together with veterans and young people using DRBFM.
Train your organisational abilities and hone your ability to keep track of changes.
The increased capacity will enable DRBFM to be implemented in the early stages of concept review.
I decided to include the front-loading of the DRBFM implementation time in the OP.
It was the first experience for the development members, so that it may have been confusing.
However, I made OP from the initial stage and kaizen OP while running.
I tried so hard, but I made a mistake.
But if left as it is, there was no future.
You will not repeat the same mistake for the next project.
I made the plan in the form of OP, made it firmly, and managed the progress.
Work proceeded almost according to OP. Collaboration with related departments has become closer than ever, and the power of the organisation has dramatically improved.
Recognise the mistakes you have experienced this time as mistakes, clearly put the cause into your stomach, think about countermeasures, and put them into the OP.
It is a typical PDCA cycle.
By grasping the cause and taking countermeasures, an OP in which the countermeasures are indeed woven is completed.
In the next project, you will be able to do a higher level of work.
In Plan, we have improved the general OP to see the information connection between the parties concerned. The OP has been completed, which is quite detailed and allows the people involved to proceed as a single rock.
In Do, most works proceeded according to the subdivided OP while subdividing the created OP.
In C, you find a problem during the evaluation process. Then, I grasped the problem as a problem, analysed the factors, and thought about countermeasures.
In A, we make an implementation plan for countermeasures and finish it. Then, we will rewrite the OP, including what we have studied, to prepare for the next project.
PDCA does not end once.
It is PDCA that keeps turning.
P is a plan. This time, it's OP.
OP continuously improved every rotation and spiralled up.
You have just experienced the first revolution of PDCA.
OP is your property. If it is a physical space, it will be recorded on the left side of the balance sheet, in the asset.
Assets in physical space, even useless ones, can be recorded.
If you didn't reflect on it at that point, it would be not very helpful.
But you found the problem and started to improve.
With this, your assets will continue to increase in value.
It's just the beginning, but it's Kaizen to keep doing this.