Gemba Kaizen Revisited

Gemba kaizen refers to the small but continuous improvements at the workplace. It is a common sense approach to improvement but managers need to unlearn the habit of trying sophisticated technologies to solve every day problems. I enumerate some new insights from the read and new ideas on how we can modify our working style to bring in more improvements in the field.

1.     Applying the three ground rules of Kaizen- housekeeping, Muda elimination and standardization.

At TKD shed housekeeping and waste reduction was always on the mind with a view to reduce costs and be sustainable. However, going to the micro level to see how waste activities of individual staff in say issuing of material, tools, written communication with supervisors were never on the agenda. This was one activity that could save time and reduce the deployment of staff in the maintenance of locos. What else could be looked at is the design of items, ready sub-assemblies in the section, pipeline and welding plant layouts, shunting optimization in the shed etc. I remember NWR had surrendered staff when they provided modular furniture in the headquarter office or started the E-Dak system sometime in 2014. With implementation of the ISO standards the work instructions were well defined in the shed and regular training of staff ensured standard operating procedures in place. Implementing 5 S in the workplace will be very useful now as has been done by RCF KXH and other units.

 2.     Management exists to help Gemba to do a better job by reducing constraints as much as possible.

Most of the time people who manage the system and sit in offices feel that they are superior and the line staff depend on them. Changing the paradigm and making them understand that their existence is because of the staff working in the gemba, would change their perception towards their job and make them more (internal)customer friendly. This is also true in the case of production units, staff in the zonal headquarters, divisional office and even in the training institutes.

3.     Front line staff that develop, produce and sell product and those who don’t

They are indeed the front line staff and understand the customer best, their voice has to be heard and they have to be trained to be the voice of the organisation for the customer. They are the brand ambassadors for the organisation and the customers. This distinction has to be there and we should also have an incentive mechanism for them. It should be the objective of every officer to reduce the non-value creating cost so as to make the organisation lean and thin. This concept was tried when we set up the power pack section in the shed and they would service the locomotives in every schedule and also carry out the ‘out of course’ repairs if noticed.

4.     Setting standards-safest way to do a job-main bearings welding-basis for maintenance and improvement- meetings with staff on innovation

The ISO instructions and the checks ensured the standard procedures were in place and were followed, however, new comers are never really briefed on the work. Yes, they may learn as an apprentice being attached with a senior technician but it may be worthwhile to have a standard training of one week or so to brief them about the job and relate it to the overall vision of Indian Railways. A small guide for new entrants will be very useful in communicating the expectations of the organisation in a standard format.

We often had meetings to discuss failures and improvements with the supervisors but it would be good to have interactions with the staff as well as they face the issues first hand and each of these are an opportunity to innovate. If not that then starting the system of quality circles will be useful to hear their voice and act on it. Quality begins when everybody in the organization commits to never sending rejects or imperfect information to the next process

5.     Gemba walk, 5- minute talk visual monitoring system

In TKD the system of visual charts had been established in the control room where each loco detail could be seen. The same was true with the boards in each section where failures were written down and so also the list of critical items. The concept of a 5-minute talk sensitizing the supervisors and the staff by the seniors would be useful to tell them about the failures of previous days, problems of the night shift, targets and also to hear from them about their concerns. Also redoing the boards in the sheds so that the visual monitoring system is in place will be useful. With technology we could set up large digital screens in the sections on which the content can be updated centrally and in real time.

6.     Three pillars of self-discipline – housekeeping, greeting each other and etiquette

Everyone is too self-occupied and busy and, in a rush, to finish his work and often forgets to greet the other team members. Having an activity like shram daan or daily voluntary cleaning of the sections for fifteen minutes will help people interact and work together in a clean environment. It will also be a good warm up exercise. As part of the same the habit of greeting each other and knowing about the well being of others can be stipulated. Etiquette are important and having mutual respect for each other is the first step in team working.

7.     Wish tree-ELC (Every little counts)

Just like the wish tree in Gemba Kaizen it may be a good idea to understand the feelings and dreams of the staff. I remember when we had cleaned up the shop floor area in Alambagh workshop in 2003-04 a staff came up to me and said that his dream to see the floor and ground was fulfilled after 35 years of service. It had always been covered with scrap and rubbish that many had not seen the floor or grass. Once the ground was cleared the staff decided to make it a garden and grow some vegetables in it. Soon they used the scrap to make decorative items and would feel a pride in inviting their families to visit the Sankalp vatika as they would call it. It was theirs and every little effort of theirs counted.

When we give all a chance to voice their dreams and then add wings to them, the level of emotional connect of the staff with the organisation increases. Once it is their dream then the effort and resources needed by the administration to fulfill it is less as the staff themselves take the lead and fulfill the same. A live example is the progress made in the Integral Coach factory at Chennai.

Continually trying to improve, learning and willing to accept new ideas will help us in dealing with a world which is changing every day. I am sure by revisiting the Gemba Kaizen process we could bring about small improvements at no cost in Indian Railways.

Thankyou for reading. Would request your valuable comments/suggestions.