KAMISHIBAI LEAN PDF

This is a very powerful application, but it can lead to frustration and a lack of discipline if implemented on too broad a scale and without careful planning. When an organisation is on a journey of creating, standardising and improving practices on a wide front, a great many tasks are being generated. If all these tasks are visualised and controlled by means of the kamishibai system, it will lead to a deluge of tasks and multiple boards that are often not respected or kept up to date. It is best to reserve the kamishibai approach for critical tasks that have been developed and executed well using a more conventional check sheet or board. They will always be adjusted and improved upon. The point is that kamishibai is best applied as a visual enhancement when a mature level of practice has been reached.

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This originated in Japanese Buddhist temples in the 12th century, where monks used emakimono picture scrolls to convey stories with moral lessons to a mostly illiterate audience. Now it is being used as a management tool for performing audits within a manufacturing process. A series of cards are placed on a board and selected at random or according to schedule by supervisors and managers of the area.

This ensures safety and cleanliness of the workplace is maintained and that quality checks are being performed. The biggest challenge for organizations is how to sustain the improvements that they have begun to see.

But the bigger challenge comes when setting up processes for long term. Supervisors then train the worker on new process using the job instruction sheets and then an audit system is put in place to make sure that the workers or operators are doing or following the process correctly.

Many processes are being set up within this format using lean tools, however, at some point the organization will realize that something is missing and that is when Accountability comes in picture. Who is auditing? Who is checking the supervisors, managers? In TPS Kamishibai are 21st century equivalent of audits of the kaizen culture. At one point, this systems management tool was a closely guarded Toyota secret. Only within the last few years have American companies started to realize the potential of using Kamishibai boards and cards to manage a system in a factory.

Kamishibai cards are like cue cards or work instructions for auditing a process. The Kamishibai board is a visual management tool like hour by hour production status boards are for supervisors and line managers. If hour by hour boards are used during the shift and on an hourly or bi-hourly cadence, Kamishibai boards are used for weekly, monthly and even quarterly audits.

The standardized approach of the Kamishibai board and audit routine minimizes difference between the individual preference, style or attention to detail between managers.

This reduces variability in outcomes of audits between different people. Let me describe the basics of a Management Kamishibai Card. It is an 8. On the left side of the front, you should divide it into 4 or 5 quarters. Each quarter represents a time of the day. First quarter is the first few hours after you arrive at work. The 2nd quarter is the hours before lunch. As mentioned earlier the Kamishibai card needs to be flexible so that the manager, supervisor can add items to your card as needed and remove items from the card once you feel the process is under control.

Once you feel the process is under control you can also reduce the no of audits from daily to weekly to monthly and so on. Many organizations also think that Kamishibai card is like a to-do list. Actually the front left portion of the card can be used as a to-do list however that leaves out one of the most important reasons for this list and that is creation of dialogue between the members of management and operators.

During the discussion if the employee comes out with some idea manager should document that on the back side of the card and do whatever they can to implement that idea. This side is extremely flexible. You can use it as a place to document projects that you need to perform follow up activities on an infrequent basis.

Few reasons to implement Kamishibai cards are to begin to standardize work, to add accountability into the system and also to establish much needed positive dialogue between members of management and the operators that actually do the work. Self discipline by the management to use it correctly can make it happen. Part of the management routine in a Lean organization is to audit existing standards so that any deviation can be addressed and kaizen action is taken.

The Kamishibai is a way to make adherence to this process visual on the gemba. Kamishibai is incredibly simple to use, and also delivers some amazing results.

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Looking into the origin of kamishibai it was interesting to learn that the paper theaters of my youth were in fact 12th century Buddhist moral dramas for the illiterate. A meaningful pause here to contemplate the implications of kamishibai for modern management. In the modern day, pre-literate children are told stories or taught important lessons. In TPS Kamishibai are 21st century equivalent of audits of the kaizen culture. Kamishibai cards are like cue cards or work instructions for auditing a process.

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