Just in Time for Knowledge-workers

Takashi TANAKA
The most perfect project
Step 1. Expected Output

Step 2. Yearly Scheduling

Takashi Yumi Go

1996 Input
1997 Output

2000 Go to Milan
-- Alfa
- 156SW Swim
School 25m
New
2004 Spider

Page 2
Output

Page 3
Contents

• What is Visible Planning

• Objective and When it is used
• What does it look like
• How it works
• The tools
• Meeting Structure
• A typical project
• Results of a project

Page 4
Evolution of the methodologies

1980 Collaboration industry-academic world:

studies on productivity of "knowledge-workers"
1991 Introduction of KI Diagnosis
1992 Formalized some parts in NISSAN.
1993 Publication of the book “Gijutu-KI Program”
1997 Introduction in Toyota Motor Co.
1998 Roll-out in Toyota
1999 Introduction in Canon
Introduction in European firms
2002 More than 7 firm’s active cases in Europe

KI mentioned herein is a registered trademark of JMAC (JMA Consults).

Page 5
Implemeted Customers in Japan
AHASHIKA KASEI CORP.
Asahi Medical Co.,Ltd
Omron Corp Itoki Crebio
Shimadzu Corp.
Kawasaki Heavy Ind. Sumitomo Bakelite
Sumitomo Metal Ind. Toyota Motor Toshiba Engineering Corp.
Takeda Chemical Ind. Mitsubishi Chemical Asahi Glass
Tabai Espec Cosel Co.,Ltd. Ishikawajima-Harima Heavy Ind.
Sekisui Plastics Aiphone Co.,Ltd. IHI
Oriental Yeast Nissan Motor
Dainippon Screen Mfg. Teijin Seiki
Olympus Optical
Japan Storage Battery NGK Insulators
Ltd. Toyobo Co. Satotekkou Co.,Ltd Toshiba Corp.
Matsushita Electric Works TIS
Calpis Co.,Ltd Kenwood Corp.
Minolta Co.,Ltd Glory Ltd.
Matsushita ElectricIndustrial Co.,Ltd. Shibaura Mechatronics Co.,Ltd
Daihatsu Motor Sony Tostem Corp.
Tokyo Electron .
TOTO Ltd. Bando Chemical Ind.
Toshiba Machine OEC Corp.
Toyo Com.Equipment
Nisshin Flour Milling NKK Corp.
NEC Corp. Hitachi, Ltd.
Mitsubishi Chemical TOTO Ltd.
Mitsubishi Materials
Showa Sangyo
Idemitsu Petrochemical.Co.,Ltd

Page 6
Case of Japanese Leading Automotive
Background:
Global Share Specification of 3center
Many vehicle
1996 - 9.5% Increase SUV vogue
segmenetations
80th 5 6 units
Project From ‘95 increase
2005 -10 % ‘96 11 units Numbers Toyota was delay
President Vision Global market
Quick change Many segmentations
Domestic Share customer’s Reduce
Keep 40% taste Lead-time Problems
‘97 16-18 months

Organizational back ground Segment

1989 Flat Organization

# of Engineers
1992 R&D Department change
Vehicle segmentation Necessity of Profit per
1center FR New 95 96 97 Vehicle
2center FF Management Style
3center SUV EV
4center Parts Page 7
Case of Japanese Leading Automotive

Previous improvement activities

• Computer tools: CAD / CAM, CAE

Completely new method
• Standardize working procedures
is required for innovation.
& documentation
• Reduction of loss and waste
• Improve technical information
files and maintenance Change Working
Temporary remedies Habit and Culture
of existing problems

Page 8
Accepted area

Design
JIT for Knowledge-worker
Engineering

Production
Engineering

Production Distribution Service Customer

Supplier Sales

JIT for Production

Page 9
Comparison with JIT-Production

Production Knowledge-worker

Information KANBAN
Exchange
Visible Planning
Progress Visual Control
Management
Loss & • Unnecessary Stock • Unsolved Problem
Waste • Defect & Repair • Non value added time

Automation • Production Line • Autonomous attitude

• Robot of all members
• Suggestion system
Driver to • PDCA(Plan-Do-Check • PDCA Cycle
Change -Action) Cycle for Knowledge Worker
Page 10
When it is used

Page 11
Cross-Functional Organization

Engineering

Body Chassis Engine Etc.

Manager Manager

Project 1
A D
E Difficulty of
Project 2 Resource
B Allocation
C F
Project 3
3-Boss,
Priority?
Page
Page12
2
 Team work

Manager Manager
Tasks:
Leader A 1,2, Leader
B 3 Tasks:
A
C 4,5, 1,2,3,
B
D 6 4,5,6
C
E 7,8,910
D 7,8,9
F 11
E
G 12,13
H 14,15 F 10,11,12
G
Problems: 13,14,15
H
• Difficulty of Workload control
• No capture of Organizational Knowledge Team Activity
• Inform after problem actually occurred
Page
Page13
3
 Devil’s Cycle
Let’s Work Hard
• Many projects
Too much • Poor Knowledge of engineers
• Level down of work load
Product manager • Week knowledge
transfer

Insufficient
prototype
Re-work
ue evaluation
tig
Fa

Delay

• No consciousness • Poor knowledge

Incomplete capitalization
to achieve engineering
• Not enough • Bad Communication with
Test Cars Page
Page14
4
Production & engineering
Project Management

Method-side • Process development

Approach • Information technology
For Project
Efficiency
Human-side Management aspect
Approach
• Team Work
• Leadership
• Motivation
• Autonomy
Knowledge aspect
• Knowledge management
• IT System
to access required Knowledge
Page
Page15
5
What does it look like

Page 16
 What is Room
Project Control Visible Planning?

Make it visible

Objective Planning Analysis

& Target & Solution

Page
Page17
7
How it works

Page 18
Usual Structure of Planning

Long Mid Short

Term Term Term

2002 2003 2004

?
Task 1
Task 1.1
Apr May Jun Jul
Milestone
Task 1.2 Syst.des. X
Task 2
Drawings X
Task 2.1
Task 2.2 Test O X
End

Difficolt to share Difficult to

Necessity of
with all team understand individual
frequent revisions progress - to help in
members
case of problems

Page
Page19
9
Structure of Visible Planning

QUALITY Side QUANTITY Side

Long-term Schedule
BARASHI
Elaboration on Scenario Apr. May.… Mar.
OOO Clear Output
Expected Output- OXO
XXX

Workload Control
Monthly Schedule
1W 2W 3W 4W
Decomposition Takashi Activities and
J.Louis Workload
-
Unscheduled Job
Load 120% 110% 95% 130%

Workload Control
Process
Weekly Schedule
Mon Tue … Fri.
Plan For individual
Unscheduled Job management

Page 20
10
The tools

Page
Page21
1
Expected Output

Page
Page22
2
Decomposition

Page
Page23
3
Structure of Visible Planning

QUALITY Side QUANTITY Side

Long-term Schedule
BARASHI
Elaboration on Scenario Apr. May.… Mar.
OOO Clear Output
Expected Output- OXO
XXX

Workload Control
Monthly Schedule
1W 2W 3W 4W
Decomposition Takashi Activities and
J.Louis Workload
-
Unscheduled Job
Load 120% 110% 95% 130%

Workload Control
Process
Weekly Schedule
Mon Tue … Fri.
Plan For individual
Unscheduled Job management

Page
Page24
4
Monthly and Weekly Schedule
Monthly Weekly

Page
Page25
5
Work Load Control

Week 15 Week 16

Page
Page26
6
Weekly Schedule for Individual
Low skilled engineer : 2 years experience
1 2 3 4 5 Work Contents
July 99’
Mon Tue Wed Thu Fri
Valueadded
Value added --20%
20%
Event 1-Proto Test Dep.
Meeting
Type
Non Value added - 80%
Weekly 0.5 ------ 3.0
Meeting 1.0 Team 3.0 ------ 4.0
Meeting 3.0
Team 1.5 ------ 1.5
Meeting 1.0 ------ 1.0
------ 3.0
Plan Order 3.0
mistake 2.0 CAM 3.0
------
------
3.5 ------ 4.0
Unscheduled work
3.0
Edit 2.0 Delay --30%
DR 1.0
Self Forgot to plan
Report 0.5
Analysis 7.0 Responsible Re-work --15%
Report 7.0
Questions from
Time:Plan 6 6 5 6 7 other departments --10%
:Actual 4.5 5 4 8 7 Follow up workshop --10%
Unscheduled 5.5 5 5 1 2
Others -- 5%
H. Point ----
Position 5.5 Question ---- 1.0
Sales 1.0 Arrange
date 2.0 ---- Others Claim --15%
Un- Drawing ---- 1.0
Scheduled Revise 2.0 ----
---- ---- Responsible Questions from
3.0 other departments
---- 1.0 --10%
Question
Leader 2.0 Request from boss
Page
Page27
7 -- 5%
To terminate Devil’s Cycle
Angel’s Cycle Completeness
Sufficient
Prototype
No
Re-work • Priority
• Eliminate non-

py
value added job

ap
Success of

H
Project Visualize Work
Contents
Too much
Devil’s Cycle work load

Insufficient
Re-work prototype
ue evaluation
t ig
Fa

Incompleteness
Page 8
Meeting Structure

Page
Page29
9
Project Meeting Process
”PDCA Cycle for Knowledge-worker”

Project Agenda structure

Team
P ü Project PDCA
Individual
P • P: Long Term Plan
P
A A D AD D • D: Review Progress
C C • C: Issue Board Status review
C • A: Next action plan

ü Individual PDCA
Presentation for 3 min/person by One-slide
• Explain Plan
• Did --- Project activity performed
• Understood --- Reflection
• Next --- Next step, countermeasure

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10
Individual PDCA Cycle

Past, Did

Understood

Next

Page 31
11
PDCA Cycle Summary

Japanese PDCA European PDCA

Project P
Team
Top
P Individual Middle
P
P C
A A D AD D
Leader
C
C
D A
C Individual

Page 32
12
A typical Project

Page 33
13
 Project Structure

Month 1 2 3 4-5 6 7-12

Internal Focus External Focus
Method oriented Problem oriented Team work oriented External
Kick-off
Kick-off Progress
Progress check
check Progress
Progress check
check Progress
Progress check
check Mid-term
Mid-term Progress
Progress check
check
Event workshop
workshop Declaration
Declaration Conc.
Conc. meeting
meeting Conc.
Conc. Eng.
Eng. meeting
meeting review
review Conc.
Conc. Eng.
Eng. meeting
meeting

Devil’s
Devil’s cycles
cycles Further
Further Introduce
Continue
Continue Barashi
Barashi Planning
Planning system
system
develop Introduce Barashi
Barashi Develop
Develop planning
planning
Define
Define target
target develop plans
plans Common
Stabilize
Stabilize Responsibility
Responsibility map
map
Step Morning Common issues
issues system
system &&
Monthly
Monthly && Morning meetings
meetings Numerical
team
team process
process External
External involv.
involv.
Meeting Numerical data
data resp.
resp. map
map
weekly
weekly schedule
schedule Meeting structure
structure Exchange
Exchange tasks
tasks Add.
Add. templates
templates

Workload
Workload Results
Results
Visible
Visible New
New method
method analysed
analysed && Focus
Focus on
on
control
control Develop
Develop
Output Planning
Planning to
to handle
handle evaluated
evaluated achieving
achieving total
total
Mgmt
Mgmt role
role teamwork
teamwork Future
initiated
initiated problems
problems Future target
target
visualized
visualized direction
direction

Mut. Self-sustained
Self-sustained
Mut. understand
understand ofof Indiv.
current Indiv. Targets
Targets Increased
Reflection
Reflection and
and process
process
current situation
situation && expectations PDCA Increased Changed
Result expectations PDCA approach
approach team
common
common Changed
Team
Team target
target
clarified team autonomy
autonomy understanding culture
culture &&
clarified
clarified clarified understanding habits
habits

Page 34
14
Result of Project

Page 35
15
Evaluation of Results
Outcome
Tangible Intangible
Outcome Outcome
• Lower Cost • Competence of people
• Sales increase • Management skill

Tangible Intangible
KI Diagnosis

Tangible Intangible
Process Process
• No. of completed tasks • New working habit
• Achieved milestone and culture

Process

Page 36
16
 Planning System- Automobile Schedule
Schedule
Schedule BARASHI

Process Planning Development Prototype Test Production Follow up

Concept Expected Out-put Look back my career
-Designer's expected items -To get the reliance
Product Original
Original
-Compare with Final
drawing
effectively
Manager Schedule
Schedule Decomposition
Expected Out-put
Remained Problems
-Priority
-Phase in schedule
for Manager
Long-term schedule -Quick understanding of current status
Long-termschedule
Long-term schedule Decomposition
Design -Expected
-Expected
-Expected out-put
out-put
out-put
-Priority of items
-Check critical points
Monthly Schedule -Each functional
MonthlySchedule
Monthly Schedule team break down
-Estimate workwork
-Estimated
-Estimated work
load Remained Problems
load -VRP(Cost per Function)
load schedule
Weekly Check Items before Test
Weekly
Weekly
-Self schedule
schedule
management Process of treatment
-Self management -Priority of items
-Self management -Reliable evaluation of completeness
Remained Drawing Long-term schedule -Check only critical points
Engineering -To estimate correct
work load
-Concurrent schedule
Long-term
Long-term schedule
schedule Monthly Remained
(Related all departments)
-Expected Monthly
Monthly
-Completeness -Expected out-put
out-put Schedule
Schedule
Schedule Problems
-For motivation of Monthly Schedule
engineers
MonthlySchedule
Monthly Schedule -Clarified
-Clarifiedcheck
-Clarified check
check from customers
-Estimated
-Estimated work
work load
load points
points
points -Priority
-Estimate correct Daily
Design Check List
Weekly
Weekly
work load schedule
schedule DailySchedule
Daily Schedule
Schedule
-Visualization for
-Current status
-Self -Visualization
-Visualizationfor
for
-For completeness -Self management
-Prioritymanagement
of job team
teamwork
team work
work
of Product Daily Schedule
•Preparation Check List
From / to chart (Department) •Target Break Down
Production -To identify the related problems •Process Simplification Current
Engineering for all departments
-Concurrent Engineering
•Cost reduction system Specification
•Product & Mold Change for
Spew our mistake
-To get effective support •Factory Layout & Cost down
Problems
Production from other departments
-To make solution effectively
-Smooth Line Take-off
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17
Sales Virtual Catalogue
Achieved Results

Project Management
Line take-off on schedule Team
without big troubles
Schedule completion
Planned work load Communication On the job
training
Now
Front loading Past
Work Load Visualization
control of Schedule
Drawing
Growth of
Work Leader
Load Past
Now
Time

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18
 • Use Planning Process as a way to Innovate.

• Visualization of Management Activities.

Visible Planning is a Dynamic Change Tool.

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19
Page 40
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