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GEMBA MANAGEMENT PowerPoint Presentation
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GEMBA MANAGEMENT

GEMBA MANAGEMENT

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GEMBA MANAGEMENT

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  1. GEMBA MANAGEMENT Policy Management Quality Control Circle Suggestion System Standardization & Quality Assurance Cross- Functional Management Daily Management 5 S

  2. Gemba Management in Company Management TOP MANAGEMENT Innovation Continuous Improvement (KAIZEN) MIDDLE MANAGEMENT Maintain and implement the current system (Routine work) SUPERVISOR GKM 3S 5R FOREMAN & OPERATOR

  3. 5R IMPLEMENTATIONWAY TO DEVELOP WORLD CLASS COMPANY CULTURE 5R Ringkas Rapi Resik Rawat Rajin 5P Pemilahan Penataan Pembersihan Pemantapan Pembiasaan 5S Seiri Seiton Seiso Seiketsu Shitsuke 5C Clear-out Classify Cleaning Conformity Custom

  4. To create a comfortable workplace and interesting job To train employee independently organize his/her work To enforce discipline is using standard To create “Visual Factory” Create positive image upon customer view 5R IMPLEMENTATION OBJECTIVES

  5. Minimize the potention of: Accident Breakdown Cost Defect Increase efficiency and work motivation A ready organization for transformation in direction of Top management strategy EFFECT ON 5R IMPLEMENTATION

  6. TRANSFORMATION: BEHAVIOR & WORKPLACE CONDITION TRAINING Attitude Behavior Workplace 5R IMPLEMENTATION Culture Attitude Customs Behavior Workplace ( 3 principles : Consistency, Continuity & Simplicity)

  7. Management system that involves every customer in improving quality through individual suggestion for improvement SUGGESTION SYSTEM Definition

  8. THE BIG TEN GROUP IN SS IMPLEMENTATION Matsushita (Panasonic) 6.58 million Hitachi 4.65 million Mazda 3.06 million Toyota 2.15 million Nippondenso 1.43 million Mitsubishi Motors 1.12 million Nissan Motor 1.07 million Aisin Seiki 0.97 million Bridgestone Tire 0.95 million Japan National Railway 0.78 million SS DEVELOPMENT IN JAPAN (1984)

  9. Number of suggestion : 2.1 million Number of suggestion/ employee : 40 Participation level: 95% Acceptance level: 95% SS IN TOYOTA MOTOR CORP. (1984)

  10. USA Japan Number of people implementing SS 282 666 Number of employee involved 8.642.269 1.646.960 Number of suggestion accepted 996.694 60.343.937 Number of suggestion /100 employee 12 3.664 Number of employee suggest /100 employee 9 75 Adoption rate 32% 87% Rerata award/adoption $602.15 $2.20 Rerata economy/adoption $6.114 $110 Economy/ 100 employee $22.825 $365.656 COMPARATIVE STUDY ON SS DEVELOPMENT IN AMERICA AND JAPAN (1989)

  11. THE DIFFERENCE OF SS WEST VERSION AND JAPAN VERSION • West (America) • Emphasize on economical output( great ideas) • Extremely put emphasis on Financial incentive • Personal motivation • SS Committee responsibility • Japan • Emphasize on participation (small ideas) • Psychological Incentive (pengakuan dan aktualisasi diri) • Personal motivation and group • Top management responsibility

  12. Suggestion system ideas can be directed for: Ideas to increase sales improve servicing, product image, product selection, exhibition method, etc Ideas to lower cost efficient work, reduce non-quality product; overtime work, wastes; inconsistency; etc SS OBJECTIVES IN MANAGEMENT

  13. SS IMPLEMENTATION STRATEGY AND MECHANISM • System • Organization • Regulation • Reward System • Standard Evaluation • Suggestion Form Mechanism Suggestion system Strategy • Education and Training • Campaign • Promotion activity • Motivation encouragement • Coaching and Counseling

  14. Group consist of operators with specific job who meet together periodically to discuss and solve problems and the job environment with focus on improving quality using quality control system QUALITY CONTROL CIRCLE Definition

  15. Improve problem- solving ability Increase involvement of employee in problem solving Promote teamwork in the group Increase awareness of problem prevention Increase employee motivation Increase communication in the group Improve Top-Bottom relationship improve quality QUALITY CONTROL CIRCLE OBJECTIVES