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Learning Lean Management: The Sensei & Gemba Walks - Coggle Diagram
Learning Lean Management: The Sensei & Gemba Walks
Your Sensei and "True North" Provide Direction
Toyota refers to "true north" as its ultimate direction for perfection in lean
Relies on internal sensei to keep the company on that path
Ex: Travelers relied on the North Star, Polaris to keep them headed in the right direction as they transverse unfamiliar territory
Socratic Approach
How can you tell what is normal in this area?
What would you learn if you measured in smaller intervals of time?
Why should you expect the team leader to know that?
What is the team leader supposed to be doing in this situation?
How could these expectations be made more clear?
How do you know that the designated person carried out these posted procedures?
How could someone know who was responsible for this task?
How could you know these things with more certainty?
Sensei is not a conventional training as it resembles an internship/apprenticeship
Sensei's teaching = typical classroom instructions
As early on when introducing to lean basic concepts of a technique. To be effective, sessions translated immediately to observation & application on the production floor, a destination to which the sensei will appear impatient to return often.
As the conventional training is over, sensei & student will begin gemba walks to reinforce what has been presented & to extend the lessons through extending the principles to situations encountered where people are doing the actual work
We have to assume sensei as a
personal trainer
who sets expectations, teaches, coaches and prods us to meet it
Sensei should be like any good consultant, recognizing the division of responsibilities between client and professional advisor.
Sensei or consultant responsible for teaching, giving advice, stimulating new thinking and identifying new directions
Client is always responsible for decision making, for weather & how to apply the advice of the teacher
The only decision the sensei makes is weather to continue working with the student based on how the student follows through the commitments
Looking For Lean Management (Table 6.1)
Gemba Walking
Real Place
Takes place on a regularly scheduled basis at 1 week intervals
A method for setting and following up on expectations
Begins at the top & works its way down the organization as those in higher position learn enough to teach others
As the superior learns to ask for and teach how to apply the principles of lean management, the subordinates are likely to listen carefully, learn the new expectations and learn how to comply.
A practice with a definite tie to the expected vs actual theme in the lean management system
Teaches student to see through different eyes what s/he may have been looking at for an entire career
The desired outcome is to enable the student to learn to see where the principle of lean management system can be applied.
Requires practice and tolerance from frustration
Looking For Lean Management (Table 6.1 cont.)
