Kaizen: Hoshin Kanri, Bowler Charts, Action Plans, and More

In my last two posts I described bowler charts, named due to their similarity to the score charts used for bowling. In this post I want to talk a bit more how the bowler chart fits in the big picture… or, if you will, how the big picture can use a bowler chart.

This will be a big picture on kaizen improvement. First you need your true north, which allows you to set your overarching targets (e.g., in a hoshin kanri). To reach the overarching targets in the hoshin kanri, you need practical problem solving, A3s, or an Action plan to make actual improvements toward your overarching goals. Underlying all of this is of course the PDCA. But, let me show you in more detail:

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The Bowler Chart—Caveats and Improvements

The bowler chart, or bowling chart, is a table that is used to track the progress of an improvement project, deliverable, or task. Its name comes from the high similarity to the bowling score sheets that are used to track the progress during a bowling game. In my last post I also explained possible pitfalls with the owner, the projects, and the numeric target. This post continues with more caveats on target progression and the use of color, before suggesting a possible improvement to make the progress even more visual. (Spoiler: Use a diagram!). But, read on…

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The Bowler Chart—Tracking Your Projects

Hoshin Kanri (or “policy management” in English) is a way to manage the objectives of both you and your people and also align these objectives with the overall goals and directions of the company. One possible and useful companion document to track the progress of these objectives throughout the year is the bowler chart, or bowling chart. In general, this chart can be used to track the progress of an improvement project. Let me give you an introduction to bowler charts.

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Who Does Kaizen?

One core aspect of lean manufacturing is continuous improvement, or kaizen in Japanese. This concept emphasizes ongoing, incremental enhancements to processes, products, and services. Yet, there are commonly differences between how Toyota does kaizen and how the rest of the world does kaizen. These mostly relate to who does most of the kaizen activities. In Western companies, kaizen is usually driven by management. At Toyota, most of the improvement originates from and is handled on the shop floor. Let me explain…

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Keep Calm and Stop the Line—Part 2

In manufacturing, a common sentiment is that the line (or generally the process) must run. There is some truth to that, but—counterintuitively—for a system to run well you need to know when to stop it too. This is my second post in a series giving you an overview on when it may be better to stop the line rather than keeping it running (and making everything worse). Keep on reading!

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Different Ways to Do Kaizen

KaizenKaizen (改善), or continuous improvement, is a cornerstone of lean manufacturing. If you stop becoming better, you will fall behind. But not all improvement activities are equal. There are different ways to do kaizen projects suitable for different situations. Let me give you an overview:

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Making the Problem go Away Is NOT Improvement

Managing problems Businessman in a Mazeis an important part of manufacturing because it allows companies to identify and address issues that can impact product quality, production efficiency, and overall profitability. However, it is not to be confused with actual improvement. While taking care of the problem  (hopefully) makes the problem go away, actual kaizen requires that the problem should not come back.

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