1

“Creating a Progressive Future :

Blending Kaizen Technology and

Global Networking

Oct. 15, 2019

Yutaka “JOE” FUKUYAMA, CMCjhm.fukuyama@nifty.com

FUKUYAMA

福 山

Member of ChuSanRen Board of Directors General Manger of Human Resource Division

External Board Member of AOTS

jhm.fukuyama@nifty.com

About Speaker

“ Happy Mountain ”

Yutaka

穣

“ JOE ”

Contents

Ⅰ. Two Concepts of Japanese way

Ⅱ. “ Kaizen ” Case Studies

Ⅲ. Theoretical Background of Kaizen

Conclusion

“Kata”In Japan such patterns or routines are called kata(noun). The word stemsfrom basic forms of movement in martial arts, which are handed down frommaster to student over generations. Some common translations or definitionsare:◼ A way of doing something, a method or routine◼ A pattern◼ A standard form of movement◼ A predefined, or choreographed sequence of movements◼ The customary procedure◼ A training method or drillDigging deeper, there is a further definition and translation for the word:

◼ A way of keeping two things in alignment or synchronizationwith one another

“ TOYOTA KATA ” Mike ROTHER型Ⅰ. Two Concepts of Japanese way

1 2

3 4

2

“ Ba ” 場1. a place, a spot : a common meeting ground, a public place.2. space, room, a seat : occupy too much space

The room is littered with books, leaving no space to put my feet.3. an occasion, a situation4. a scene : the trial scene in The Merchant of Venice.5. a field : be assigned to a new field of activities. gravitational field

道 場

“ Dojo ”

Bar “Kata”“ Ba ” &

“ Dojo ”

LargeRoom

Method

Even forExecutives

“ Ba ”Development of QC (Quality Control) in Japan

Chronological Table (SQC－TQC－TQM) Definitions on QC in the early stage

“Kata”

5 6

7 8

3

Seiri(Sorting)

Seiton(Putting in

order)

Seisou(Cleaning)

Seiketsu(Sanitation)

Shitsuke(Self-

Disciplining)

５ＳVM

Habit building of behaviors

Standard situation making of a workplace

Human Resource

System

Should be

Current

Well Balanced

Philosophy

Process

People andPartners

Problem Solving

. “ The Toyota Way ”

To Make the System Work Well

11

Healthcare(HC)

Industry

(I)I ＋HC

I ＋HC＋Education

Ⅱ. “ Kaizen ” Case Studies

TANZANIA

ETHIOPIA

ZAMBIA

COSTA RICA

TUNISIAA

SRI LANCA SINGAPORE

BANGLADESH

“JICA” ODA

SENEGAL

Kaizen all over the WorldHUAWEI P30 Pro

Parts No. Cost USD

1631 100% 363.83 100%

150.9%

59.3616.3%

804.9%

138.6138.1%

86953.2%

83.7123.0%

56234.4%

287.7%

835.0%

28.857.9%

(“NIKKEI” June 27, 2019 )

Total

9 10

11 12

4

⚫ Door to Door Sales Company

⚫ Employee number : approximately 5,000

⚫ Branches : 500 (All over Japan)

⚫ Merchandizing Items : so many

⚫ Problems: Decrease in Sales, High turnover

Case A25 Years Ago

Door to Door Sales

Long experienced sales peoplehave existing customers

As young sales don’t have existing customers,Sales can not be secured, and they will quit soon

Problems Solution : We introduced SGA

Group Discussion and Activity promoted mutual understanding.

⚫ They visit all the houses in the same blockone by one, together in group.

⚫ They telephone from the branch office according to the order in the phone book.

⚫ Young sales people did not know how customers feeland behave, and their sales amount didn’t increase .

⚫ Experienced sales people acknowledged that the customer‘s home rate is not low as they thought.

Before

After

“ Ba ”

13 14

15 16

5

SGA (Small Group Activity like QC Circle)1. Preparation of Activity Plan

2. Analysis of Current Situation

3. Decision of Numerical Target / Announcement of Targets

4. Study for Improvement

5. Preparation of Improvement Implementation Plan

6. Preparation of Implementation and Implementation of Improvement

7. Check of Progress and Solution of Troubles

8. In-house Standardization Preparation of Activity Reports

9. Check of Activity Results

10. Announcement / Awarding

“Kata”⚫ Local Government

⚫ Employee number : approx. 3,000

⚫ Problems: Knowledge doesn’t share between staff or localgovernment and residents

TokyoT0TTORI

Case B From 10 years ago to the present

Scholarship

Approval requires much time.Supervisor

Manager

Parents

Parents apply for scholarship.

⚫Students can not receive high school scholarship early.

⚫Government officials are not in trouble for themselves.

⚫Officials are working in the vertical division, andso, collaboration between departments is bad.

⚫Similar situations are prevalent.

Autonomized

(Autonomization)

Who’s Problems ?Problems

Solution : Next Slide

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6

【貸与】

奨学生 学校 育英奨学室 情報センター 財務

業務の流れ

募集要項の作成

募集要項の配付

申請書、誓約書等

提出書類の作成

申請書、誓

約書等の

とりまとめ

受理・点検

情報入力

選考委員会

選考結果、貸与

開始通知作成

通知の配付

債権登録

債務負担起案

審査通知受理

未成年の所得証明は不要

本人印は不要

注意事項を記載

口座確認は通帳の写し添付

誓約書も同封

チェックリストを添付

選考結果と貸与通知を併

せておこなう

【貸与】

業務の流れ

財務奨学生 学校 育英奨学室 情報センター

募集要項の作成

募集要項の配付

申請書の作成

申請書の

とりまとめ 受理・点検

情報入力

選考委員会

選考結果通知

結果通知の配付

提出書類の作成

誓約書の

とりまとめ 受理・点検

債権登録

情報入力

債務負担起案

審査

支払データ作成

仕訳データ作成貸与開始通知

添付書類が無い

申請書記載不備

所得証明の人数不足

提出の遅延

選考委員会の資料

作成が負担

誓約書の記載不備

印鑑、保証人ミス

口座情報の不備

Kaizen Example through Process Work-Flow ～ Remittance of scholarship ～

FinanceInfo

CenterScholarsh

ipOffice

SchoolScholarship

Scholar

Process of Work-Flow Before Kaizen Process of Work-Flow After Kaizen

Lending

Lending

FinanceInfo

CenterScholarsh

ipOffice

SchoolScholarship

Scholar

SubmissionLeafletMakingDistribution

Preparationof

SubmissionGathering

ofSubmissio

n

Receiving& Review

SubmissionLeafletMakingDistribution

Input ofData

Receiving& Review

Input ofData

Selection

Selection

Notificationof Selection

Distributionof result

Making ofPledge

Receiving& Review

Gatheringof

Pledge

Should beProblems

(Red SquareInside)d

Input ofData Register

Judgment

Preparationof

Submissionand Pledge

Gatheringof

Them

Refund planmaking

Input ofRefund Data Journalizing

Notification forStart of

Scholarship

Insufficiency of

attached papers

No income

certificate for all of

family

Lack of sufficient

Submission

Delay of

Submission

Much burden of

Making papers for

Selection

Committee

Insufficiency

of Pledge,

Bank account ,

Guarantor

Notificationof resultand Start

ofScholarship

Register

JudgmentReceiving

ofNotice

Refund planmaking

Preparationfor notice ofresult andStart of

Scholarship

ImprovementIdeas

(Red SquareInside)d

Result and Start Notice

at the same time

Check SheetAttached

No need of income

certificate of Student

Pledge sheet

enclosed

Attach matters that

demand special

attention, etc.

“Kata”Tiers of Knowledge

Data

Information

Knowledge

Wisdom

RIM (Records and Information Management)

“KM” =Making personalknowledgeavailable to others

All of them are the

subjects of KM.

Ⅲ. Theoretical Background of Kaizen

How to create

Knowledge

Two Types of Knowledge

Knowledge

Tacit

Explicit

(as opposed to formal, codified or explicit knowledge) is the kind of

knowledge that is difficult to transfer to another person by means

of writing it down or verbalizing it. For example, that London is in the

United Kingdom is a piece of explicit knowledge that can be written

down, transmitted, and understood by a recipient. However, the

ability to speak a language, ride a bicycle, knead dough, play a

musical instrument, or design and use complex equipment requires

all sorts of knowledge that is not always known explicitly, even by

expert practitioners, and which is difficult or impossible to explicitly transfer to other people.

(also expressive knowledge)[1] is knowledge that can be

readily articulated, codified, stored and accessed.[2] It can be easily

transmitted to others. Most forms of explicit knowledge can be

stored in certain media. Explicit knowledge is often seen as complementary to tacit knowledge

From “Wikipedia”IT & AI

Learningat “Ba”

Transformed Knowledge

Tacit Knowledge Explicit Knowledge

1. Socialization 2. Externalization (Articulation)

4. Internalization 3. Combination

The Spiral of Knowledge

(Ikujiro. Nonaka HBR Nov-Dec 1991)

Observation

Imitation

Practice

So

urc

eK

no

wle

dg

e

Ta

cit

Exp

licit

From

To

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Knowledge-Creation Process (From Metaphor to Model)～ To convert tacit knowledge into explicit knowledge

means finding a way to express the inexpressible. ～

・Metaphor ( Linking contradictory things and ideas )

・・・ for individuals grounded in different contexts and with differentexperiences to understand intuitively through the use of imaginationand symbols

• Analogy ( Resolving contradictions )

・・・ structure process of reconciling contradictions and making distinctions

• Model ( Creating an actual model )

・・・ Crystallizing the created concepts and embodying them in a model tocreate an actual model

( I. Nonaka )

“ Redundancy ”

⚫ The fundamental principle of organizational design at Japanesecompanies I have studied is redundancy – the consciousoverlapping of company information, business activities, andmanagerial responsibilities.

⚫ Redundancy is important because it encourages frequentdialogue and communication. This helps create a“ commoncognitive ground ”among employees and thus facilitates thetransfer of tacit knowledge.

( I. Nonaka )

Three Elements of Learning Organization

1. Meaning

We need a plausible, well-grounded definition of learning organization.

2. Management

We need clear guidelines for practice, filled with operational advise ratherthan high aspirations.

3. Measurement

We need better tools for assessing an organization’s rate and level oflearning to ensure that gains have in fact been made.

“ A learning organization is an organization skilled at creating, acquiring,and transforming knowledge, and at modifying its behavior to reflectnew knowledge and insights. ” (D. A. Garvin, Jul-Aug 1993 HBR)

Learning organizations are skilled at five main activities.• Systematic problem solving

• Experimentation with new approaches

• Learning from their own experience and past history

• Learning from the experiences and best practices of others

• Transferring knowledge quickly and efficiently throughout theorganization

(D. A. Garvin )Summary“ Continuous improvement requires a commitment to learning. ・・・ In theabsence of learning, companies – and individuals – simply repeat oldpractices.

“ The first step is to foster an environment that is conductive to learning.There must be time for reflection and analysis, to think about strategic plans,dissent customer’s needs, assess current systems, and invent new products.

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ConclusionCollaboration between Eastern and Western

Collaboration between Knowledge and Skill /Think and Act(Implement)

Collaboration between New Technology and Kaizen

Japanese Way Of KAIZEN Practice

Learning by DoingTo master Japanese “ Accomplishments ”

◼ Keep (Maintain)

◼ Break (Improve)

◼ Leave (Innovate)

(IT & AI)

FlowerArrangement

TeaCeremony

TraditionalDance

華道 茶道 日本舞踊

Japanese Accomplishments

References

Taylor, F. W. “ Scientific Management ”, 1911Druker, P. F. “ The Practice of Management ”, 1954

“ Management ”, 1973Sloan, A. P. JR “ My Years with General Motors ”, 1963Abegglen, J.C. “ The Japanese Factory ”, 1980Koike, K. ‘ Learning and Incentive Systems in Contemporary Japanese

Industry ’ in Masahiko Aoki and Ronald Dore, ends., The JapaneseFirm : “The Sources of Competitive Strength ”, Oxford : OxfordUniversity Press, 1994

Kume, H “ Statistical Methods for Quality Improvement” 1985Leika, J. K. “ The Toyota Way ”, 1978Ohno, T “ Toyota Production System ”, 1978Mintzberg ,H. “ Managing ”, 2009

Ken Blanchard, Spencer Johnson “ The One Minute Manager ” , 1986Rother, M “ TOYOTA KATA” 2009Stanford, N “Organization Culture” 2010Welch, J “JACK” 2001Bloomsbury “ Pocket Dictionary of Business ” 2010Oxford “ Oxford DICTIONARY OF BUSINESS ” (Second Edition) 1996Revans, R “ The Theory of Practice in Management ” 1966Harvard B.R. “ Knowledge Management ” 1998

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