How do you follow up and implement the improvement ideas generated from a gemba walk?

Ideias s?o bem vindas, mas antes temos que perguntar: Qual problemas precisamos resolver? Isso pode nos ajudar na decis?o do foco a ser tomado quanto as ideias. Ter foco é fundamental para despender esfor?os onde realmente precisa O que PRECISO, fa?o primeiro O que DESEJO fa?o depois.

Prioritizing ideas from Gemba walks involves assessing observations and insights gathered during the walk. Focus on ideas that directly address safety concerns, quality issues, or process inefficiencies observed on the shop floor. Evaluate ideas based on their potential impact on production performance, employee morale, and customer satisfaction. Prioritize those that align with strategic objectives and have clear feasibility for implementation. Engage frontline workers in the prioritization process to ensure buy-in and ownership of selected ideas. Continuously review and refine priorities based on evolving needs and feedback from Gemba walks to drive continuous improvement in manufacturing operations.

Start a log of all ideas from Gemba so this becomes an improvement backlog and then refine the backlog continuously by prioritizing and implementing in regular cadence. Take feedback from customers on actions taken on the Gemba driven improvements and work on the gaps. Evaluate the outcomes and refine until expected value has been achieved.

Você pode ter coletado muitas ideias de sua caminhada gemba, mas nem todas s?o igualmente importantes ou viáveis. Você precisa priorizá-los com base em seu impacto, urgência e dificuldade. Uma maneira simples de fazer isso é usar uma matriz ou um sistema de pontua??o que classifique as ideias de acordo com esses critérios. Você também pode envolver as pessoas que trabalham no gemba nesse processo, pois elas podem ter insights e sugest?es valiosas.

The first step on prioritizing is to list them all the observations and ranking them. This helps to have better clarity on the observations what we had and it is also used for better communication to the stake holders. Moreover, it is the best way to document the observation, which can be used for future reference.

Assigning responsibilities and deadlines is crucial for idea implementation. Define clear ownership and resource needs for each task. Set realistic deadlines and establish monitoring mechanisms. Utilize tools like Gantt charts or Kanban boards for effective tracking. #ResponsibilityAssignment #Deadlines #TaskManagement

Uma matriz 5W2H pode ajudar no planejamento e execu??o da implanta??o das ideias. What (O que será feito)? - Descri??o do que será feito, o objetivo ou meta a ser alcan?ada. Why (por que será feito)? - Defini??o da justificativa pelo qual está sendo realizado esse plano de a??o. Where (onde será feito)? - Determina??o do local ou departamento que a a??o deve ser realizada. When (quando será feito)? - Indica??o de prazos com a finalidade de garantir a concretiza??o do plano de a??o. Who (por quem será feito)? - Sele??o de um responsável pelo objetivo e pela concretiza??o da a??o. How (como será feito)? - Delimita??o de como a a??o será desenvolvida para o alcance da meta. How much (quanto vai custar para fazer)? Quanto custará a implanta??o

Assigning clear responsibilities and deadlines is a crucial step in the implementation of improvement ideas. It ensures accountability and keeps the project on track. Using visual tools like Gantt charts or Kanban boards can greatly enhance transparency and team alignment. They provide a clear view of the progress and help identify any bottlenecks or delays in real time, allowing for timely interventions.

Assign responsibilities by identifying team members with relevant expertise and assigning tasks based on their strengths. Set clear deadlines for each task, considering the complexity and urgency of the idea. Ensure accountability by communicating expectations and regularly monitoring progress. Utilize project management tools or visual boards to track responsibilities and deadlines visibly. Encourage collaboration and communication among team members to overcome obstacles and ensure timely completion. Regularly review progress during Gemba walks to address any challenges and adjust deadlines as needed.

The Kanban board is an interesting and simple visual tool for tracking the progress and current status of assigned projects. It's crucial to update the Kanban board periodically. Both physical boards and digital tools can be used. Digital tools are interactive and convenient for review meetings, sharing with stakeholders, and tracking progress over time. Physical whiteboards are the simplest option, providing 24/7 visibility at the workstation and ensuring transparency. However, they require regular updates and discipline. It's best to update them daily, including the date.

Testing and validating ideas on a small scale is a crucial step in Lean Thinking. It allows for a data-driven approach to problem-solving, ensuring that changes are effective and beneficial before they are implemented on a larger scale. The use of methodologies like PDCA provides a structured way to measure results and make necessary adjustments, before launching the idea company-wide. It's also important to involve those affected by the change, as their feedback can provide valuable insights into the practicality and impact of the proposed improvements.

To test and validate ideas on a small scale in manufacturing, conduct a pilot study with limited implementation. Gather data and feedback, measuring performance against defined metrics. Iterate based on findings and adjust as needed. Evaluate cost-effectiveness and document results for decision-making. This iterative process allows for refining ideas, identifying strengths, and addressing weaknesses before full-scale implementation, ensuring successful outcomes and minimizing risks in manufacturing operations.

Testing and validating through pilot experiments is a crucial aspect of implementing a new idea. Beyond assessing the idea's value, it signals to stakeholders and the operations team that something innovative is happening on the shop floor. This process fosters a culture conducive to change.

_Documentation: Clearly document the standardized processes, and best practices resulting from the implemented ideas. _Training and Education: Train employees on the new standards, ensuring their understand. _Communication: Regularly communicate the standardized processes to all relevant stakeholders. _Performance Monitoring: Establish key performance indicators (KPIs) to monitor adherence. _Continuous Improvement: Encourage ongoing feedback and participation from employees to identify areas for improvement. _Accountability: Hold individuals and teams accountable for following the standardized processes and achieving the desired outcomes. _Leadership Support: Gain support from leadership to prioritize and sustain the standardized processes.

Standardizing successful improvements is crucial for maintaining the gains achieved. Documenting the new processes ensures that the knowledge is not person-dependent but rather systematized, making it easier to replicate and teach. Regular audits are essential to ensure that the standard is being followed and to identify areas for further improvement. Celebrating successes is not just about recognition but also reinforces the positive behavior that leads to continuous improvement. Using tools like standard work sheets or checklists can greatly streamline processes, ensuring consistency and quality, which is especially vital in the healthcare industry where outcomes are closely tied to process adherence.

Kaizen, meaning continuous improvement, embodies the principle of ongoing enhancement and change. This core value of lean principles makes it applicable across different eras, cultures, and political boundaries. Although it originated in ancient Japanese culture, its emphasis on adaptability and continuous improvement is its guiding mantra.

The practice of continuous improvement is not just beneficial but necessary. I've seen firsthand how regular reviews and iterative enhancements can lead to significant outcomes. By fostering a culture that values gemba walks and continuous learning, organizations can adapt to changing conditions, ensuring that improvements are not just a one-time event but an ongoing journey toward excellence. This approach aligns with the Lean philosophy of respect for people and continuous improvement, empowering teams to contribute to a sustainable and efficient system.

In my humble professional opinion, after a Gemba walk, transforming ideas into action needs a clear plan. First, decide which ideas are most important and effective. You can use simple methods to determine which changes will have the most impact with the least effort. Next, choose a person or a team for each idea, giving them specific goals and deadlines. Start small, testing each idea in a small way to determine if it works. Have a regular check-in to observe how things are going and be prepared to make changes based on what you learn. If something works well, make it a standard and potentially a review P&P alignment. Keep talking to the people doing the work. Their insights are key to real improvement.