Gemba-Walk

GembaWalk走动管理Whatisgemba?走动是什么？GembacomesfromtheJapaneseexpressionmeaning“theactualplace”走动来自于日本,表达的意思是“实际发生的地方”Inthecontextofleanmanufacturing,itmeansthelocationwherevaluecreationtakesplace在精益生产的背景下,它意味着创造价值的场所•GembaWalk=Togo-see'actualthing/product’at*actualplace,thenidentifyopportunities/wastesandimprovethem.在实际的工作场所中进行观察，寻找问题，将潜在的问题可视化，从而提升工作效率、杜绝问题再次发生•Actualplace=process,human,information,materials,parts,machines,toolsandfixtures事件发生的地方=流程,人员,信息,材料,零件,设备，工具等Onlygruntsgotothefloor.不喜欢走出办公室Go-seeforyourself.自己亲自去看Whatisgemba?走动是什么?Whatisitabout?Itisaboutoptimizingprocessesandtherebysimplifyingthem它是关于最佳流程并从而简化的过程Agembawalkmeansthatmanagementgainsinsightsintotheactualprocessesandworkflowsbygoingtothelocationofvaluecreationandtalkingtotheemployeeswhocarryouttheprocesses.◦Gembaisnotmydeskorameetingroom◦ParallelstotheWesternmanagementbywalkingaround•走动管理意味着管理者通过观察，能充分的理解实际创造价值的过程，并和实际执行这些流程的人员进行沟通。◦走动不是在办公桌前或会议室◦和西方的四处走走的管理方式相似Whatisthebackgroundofgemba?TheconceptbehindGembastatesthat:SustainabledecisionscanonlybemadewithcompleteinformationProblemsandpotentialimprovementsarebestaddressedattheplaceofoccurrenceReportsandfiguresonlyevercontainafractionoftheinformationthatisavailableandnecessarytofindanidealsolutionEmployeesknowtheirprocessesbestandhavethebestideasforimprovements走动管理背后的概念:只有完整的信息支持才能去做决策最好的发现问题和潜在的改进的地方是在发生的地方报告和数据只包含的一小部分信息,需要找到一个理想的解决方案员工可以更清楚的知道他们的流程和并有最好的改善想法Thegembawalk走动管理WalksaroundthedepartmenttakeplaceatregularintervalsTheyshouldbekeptasshortaspossibleParticipantsmustbepreparedConcentrateonwhatisessentialParticipantsaremanagement,departmentheadsandteamleaders(+additionalparticipantsasneeded)Thewalkcanbeorganizedbytopicandincludetherelevantdepartments在部门定期举行走动他们应该尽可能保持简短参与者必须做好准备专注于什么是至关重要的参与者是管理者、部门主管和团队领导(+在需要时额外的参与者)走动也可以因某些主题发起并包括有关部门Thegembawalk走动管理EachdepartmenthasaboardonwhichthecorrespondingfiguresandinformationaredisplayedProblemsandideasforimprovementcanbenotedontheboardatanytimeTeamleadersordepartmentheadspresenttheboardsandcurrentpointsduringthewalkIdeasandproblemsarediscussedbrieflyandresponsibilitiesmaybedefined每个部门都有一个展板上显示相应的数据和信息改进的问题和想法可以随时写在展板上团队领导或部门负责人关注于看板和当前走动发现的问题想法和问题进行简短的讨论并定义职责Thegembawalk走动管理Rules:Thepointisnottoblameorcriticize,butrathertoseeexistingproblemsandpotentialforimprovementonsiteTokeepthegembawalkbrief,anyproblemsthatarediscoveredarenotresolvedduringthewalkbutratherinfollow-upmeetingswiththenecessarypeopleHowever,theproblemandresponsibilitiesarenotedintheactionplanontheboardandcheckedduringthenextwalk规则:关键是不要指责或批评,而是看到现场存在的问题和潜在的改进保持现场短暂的行走,发现的任何问题都不要在行走中解决而是在必要的后续会议但是,问题和责任人必须在看板上的行动计划中记录，在下一次的走动中检查Whataretheadvantagesofthisconcept?这个概念的优点是什么?EmployeesbecomemoreinvolvedIncludingintheimplementationofideasforimprovementResistancetochangesisminimisedDecision-makingbasedononsightinformationandimpressionsMultidepartmental–noisolatedsolutionsSimple,sensiblesolutionsIdeasforimprovementareimplementedquickly(real-timeproblem-solvingactionplans)Managementseestheeffectsofdecisions/errors,etc.directlyonsiteImprovementofcommunicationbetweenmanagement,departmentsandemployees员工更加积极包括改善建议的实施反对变革的阻力最小化决策的制定是以看到的信息和印象为基础的多部门协助——没有单独的解决方案简单、合理的解决方案改进想法快速的实现(实时解决问题的行动计划)管理人员在现场可以直接看见决策/错误的影响等改善管理者,部门和员工之间的沟通Thegembaboards(example)走动管理的看板（例子）Cell3100257550100257550100257550100257550100257550100257550100257550100257550100257550100257550100257550CellRTPROpportunityStartDate#CountermeasureResponsible%CompleteCompDateREALTIMEPROBLEMRESOLUTIONTO-DOLISTResultsReturntodepartmentleaderofficewhencompletedScopeGlobalChinaUSAEuropeDepartment/Cell:Responsible:Month:/NoincidentNearmissIncident/AccidentPage:1of2312425262728123456781213141516202120Creationdate:Revisiondate:Path:#VALUE!Createdby:Approvedby:Revision:Approvedby:2930111091718192223HSESafetyCrossDepartment:Process:Subprocess:Processowner:Formname:HSERTPR5SScopeGlobalChinaUSAEuropePage:1of2Creationdate:Revisiondate:Path:#VALUE!Createdby:Approvedby:Revision:Approvedby:TPMCell3Department:Process:Subprocess:Processowner:Formname:0%10%20%30%40%50%60%70%80%90%100%214222249198160220196GravierenTieflochBohrenrundCNCDrehen(DMGNEF)CNCDrehen(DMGNEF)Wasch-kabineRund-schleifenInduktiv-härten(Trumpf)DrehenAußen-/Innen-gewinde(Mazak)ReliabilityMachineandNumberMachineReliabilityCell3ScopeGlobalChinaUSAEuropePage:1of2Approvedby:Creationdate:Revisiondate:Createdby:Approvedby:Revision:Path:#VALUE!Subprocess:Processowner:Formname:TPMCell3Department:Process:88%95%95%91%93%92%95%88%80%82%84%86%88%90%92%94%96%98%100%16-201317-201318-201319-201320-201321-201322-201323-2013OntimeperformanceSafetycrossAccidentswithinthecell5SauditresultsTeamTPM:MachineavailabilityOn-timedelivery(cell)Internal/externalerroranalysisActionplanReal-TimeProblemResolutionGembawalkform走动管理表格ImplementationoftheGembawalk实施走动管理Successfactors:◦Managementparticipation◦Listening◦Walkplanning(time,agenda)◦Nolongdiscussions,assignmentofblameorquickresolutionsofindividualitems◦Boardwithcurrentinformation◦Clearassignme