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What you should be = role When you think about your mission, you can see what you should do.

Updated: May 29, 2022

This story has been remade based on what was published as a blog last year.


What should I be as a manager/supervisor at a manufacturing site?

Have you ever thought about it?


Don't daily events sway your busy but casual life?


If you are in such a situation, why don't you stop for a moment and think about what you should be?

 

Atsuo Okamoto (tentative name) is busy with daily work as the inspection section chief, and every day he is busy processing various tasks. There are two subordinates under the direct control of Mr Okamoto, the first group Asano and the second group Washio. Each group has 15 members, so the first section of Mr Okamoto comprises 33 people in total. There is.



When it was night shift time, and I had Mr Washio join me, I was able to identify the problem with the manufacturer's parts.


After considering it until late at night, I decided to take over to the staff of the inspection section tomorrow, and finally, I was able to go home.


"If I don't do something about it, I'll have to spend years like this every day," he said again tonight before going to bed.


The next day, Chief Okamoto rushed to consult with his boss, Chief Yoshikawa, to overcome this situation.


Chief Yoshikawa was thinking with his arms crossed for a while,


"Okamoto, do you know that the manufacturing section has started an activity called" improvement of supervisor management "?"


At that time, the inspection section immediately started activities to improve supervisor management.



He decided to proceed under the instructor's guidance at the head office. At the first instruction meeting, he has suddenly explained the figure on the right, and I was honestly disappointed, but he explained that this was the ideal state.


When he thinks about it, he barely takes care of his subordinates. However, even though he was the chief engineer, he was chased by similar problems in front of him, like the leader two ranks lower, and he did not even think about site management.


Moreover, he understood that he would not have suffered every night if the on-site supervisor of the team leader was satisfied.


At this point, he can't think of a higher rank, but for the time being, he decided to start with a steady "site management".



What he should be and what he is aiming for for the time was what he had been thinking for a long time.

However, when he arranged it in this way, he again felt a gap with the current world.


At TQM, he also learned that the gap between what he should be and what he is doing is an issue.




Role of the team leader

① "Maintenance and improvement activities to steadily carry out daily production activities."

② "Creating an environment that can comply with standard work."


He knew that "daily maintenance and improvement activities" were necessary. However, he only solved the problem in front of him and did not carry out maintenance and improvement activities.


What he should be and what he is aiming for for the time was what he had been thinking for a long time.

However, when he arranged it in this way, he again felt a gap with the current world.


At TQM, he also learned that the gap between what he should be and what he is doing is an issue.




Role of the team leader

① "Maintenance and improvement activities to steadily carry out daily production activities."

② "Creating an environment that can comply with standard work."


He knew that "daily maintenance and improvement activities" were necessary. However, he only solved the problem in front of him and did not carry out maintenance and improvement activities.


Regarding "creating a workplace that can comply with standard work," he usually feels that young people may not understand the purpose of everyday work even if he has a work standard.


 

That said, how can we get out of the state of being overwhelmed by the current business?

The instructor said, "From the standard of Kaizen, let's start by visualizing the current situation."



I also tried to visualize the current situation of the group leader using the "business composition table".


Then, a business composition table was created in which it was not possible to determine which was the chief engineer and which was the chief engineer. I was worried that we had a lot of time working together.



Visualizing the current state of affairs by using a "standard work union table" or a "flow chart of things and information" is called a "table" or table (front leopard).


Next, I tried to put the day of Team Leader Asano into the table.




First, you can see that he does a lot of work before and after the operation. Even so, it is noticeable that many materials are exchanged.


Furthermore, when we visualized the exchange of information (media such as paper) regarding the transfer of materials, a lot of waste became apparent.


The process that does not change information = no added value = waste, which is the basic idea of ​​TPS, was used to eliminate waste.


As a result, the work that took 18 hours/month can now be completed in 4 hours/month.


This result is just one example of Kaizen.


Both the craftsman and the team leader are professionals in the field, so once you understand how to improve management, you can only make improvements one by one.


The mission of the chief engineer has been clarified as follows.

Creation/improvement of the mechanism

Human resource development for team leaders

Improvement of issues across departments/sections

As a result of the examination, it was found that 37% of the 187 hours were tasks that corresponded to the mission of the chief engineer, but 63% were not tasks that the chief engineer should do.



It's embarrassing that 63% of the chiefs shouldn't do the work, but he is good at it, and he thought he was comfortable doing it then let his subordinates do it.

He also realized that just because he was used to this job, his subordinates wouldn't grow up if he did it without leaving it to his subordinates.


There was some overlap with the team's chief. But after clarifying the purpose of each of the duties, they thoroughly eliminated waste.


As a result, 45% of routine work can be used for human resource development and standard work, and the remaining 55% can be used for further enhancement of everyday work.


By working according to standard work for young workers,

they can ensure Quality.

If a problem occurs, it is easy to identify the cause

By repeatedly appealing to young people at the morning meeting, the idea has spread to young people, and recently, the number of proposals from young workers has increased. Standard work is being revised every day.


The best thing is that my subordinates work according to standard work, so I have more time to think about problems. As a result, I feel better and can do a good job.


summary

  1. In this improvement, he found that the real problem (waste) can be seen by clarifying the role and mission of the manager and supervisor and organizing what to do.

  2. By establishing standard work, on-site management will be able to move the process autonomously, and the group leader will be able to supervise without being overwhelmed by daily life.

  3. As he recognizes the importance of standard work, the chief engineer needs to improve (maintain and develop the system).

  4. The chief engineer and the top team will focus on the work that adds value to the customer and concentrate on making better and higher quality products.

  5. Placing what you should be at a higher place will make a big difference to you and your surroundings.

The lock on your head will be released.


Coaching says that the scotoma is off, but in this state, your brain raises new information for you who have not been conscious until now.


You can change not only your company's work but your overall life.

Please try it.

If you don't know how to do it, I'll help you.

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