In my last post I looked at the span of control. This is very related to the workload of the supervisor. Hence in this post I would like to discuss how to adjust the supervisor workload. Usually, this is to reduce the workload, as most shop-floor supervisors are in my opinion overworked and have no time left for improvement. In some cases, however, you may have a situation where you want to give the rare underworked supervisor more work. Most of the approaches presented will work in both directions. Let’s look at some ideas: Continue reading On Adjusting Supervisor Workload
Pretty much all companies are based on a hierarchical structure. One superior manages multiple subordinates. The question is: How many subordinates should be managed by a superior? This is also called the span of control. This depends on a number of factors. Let’s have a look at efficient group sizing. Continue reading On the Span of Control
In my previous posts I explained how Hoshin Kanri works. This post looks at how Toyota embeds Hoshin Kanri as part of their overall management structure. Toyota started this in 1979 when director Masao Nemoto started the Kanri Noryoku Program (管理能力プログラム), usually shortened to KanPro. Continue reading Hoshin Kanri and the Kanri Noryoku Program: Rejuvenating Toyota
When googling Hoshin Kanri, you will sooner or later come across an X-Matrix. It is a visually very impressive tool, but I am in serious doubt about its usefulness. It focuses on the creation of the Hoshin items, but to me this approach is overkill, and – even worse – may distract the user from actually following the PDCA, especially the Check and Act parts. While the article is highly critical, I hope reading it and understanding the shortcomings help you better understand how Toyota thinks. Continue reading Hoshin Kanri – Part 4: The X-Matrix?
Hoshin Kanri can be used individually, but its full potential is shown across the levels of corporate hierarchy. The goals of a Hoshin Kanri should be derived from the Hoshin Kanri of the next-level hierarchy above. This post is part of a larger series on Hoshin Kanri. Let’s look at the hierarchy structure: Continue reading Hoshin Kanri – Part 3: Hierarchical Hoshins
In my first post on Hoshin Kanri I explained the details of making the list for the Hoshin. This now has to be combined with a PDCA (Plan, Do, Check, Act). The rigor of PDCA gives value and life to what would otherwise be a simple action list. Let me show you: Continue reading Hoshin Kanri – Part 2: PDCA
This week I will look at Hoshin Kanri (方針管理, policy management). The word is often used as a sort of miracle cure for the problems in your organization. The tool itself, however, is rather mundane, although it did significantly help Toyota. This, of course, did not stop the West from over-complicating and over-hyping it. This post is the start of a small series on Hoshin Kanri. Continue reading Hoshin Kanri – Part 1: The To-Do List
Good problem solving can seriously help you with the performance in your plant. John Shook recently pointed out another nice example to me: the Japanese Men’s 4x100m relay team during the 2016 Olympics in Rio. They were the underdogs, with none of their team having ever run 100m in under 10 seconds. Yet they stunningly won the silver medal! They achieved this through good problem solving. Let me show you the details: Continue reading Example of Problem Solving – Japanese Men’s Relay Team Rio 2016