LEAD Reference Content:Gemba Kaizen - Revision history

Admin at 09:12, 7 January 2019

2019-01-07T09:12:52Z

Admin at 09:11, 7 January 2019

2019-01-07T09:11:44Z

Admin at 09:10, 7 January 2019

2019-01-07T09:10:27Z

KeyModels at 12:30, 12 December 2018

2018-12-12T12:30:05Z

KeyModels at 12:33, 5 December 2018

2018-12-05T12:33:24Z

KeyModels at 10:48, 5 December 2018

2018-12-05T10:48:50Z

KeyModels at 10:48, 5 December 2018

2018-12-05T10:48:34Z

Admin at 10:41, 5 December 2018

2018-12-05T10:41:57Z

KeyModels at 10:16, 5 December 2018

2018-12-05T10:16:50Z

KeyModels at 10:14, 5 December 2018

2018-12-05T10:14:26Z

← Older revision		Revision as of 09:12, 7 January 2019
Line 175:		Line 175:
	*Infrastructure Service Matrix		*Infrastructure Service Matrix
	*Infrastructure Rules Matrix		*Infrastructure Rules Matrix
−
−
−	~~=== Objects Used ===~~
−
−	Various artefacts typically use a wide variety of objects that is used to represent different kinds of information, and how this information relates to one another. In the key model "Gemba Kaizen" artefact, the following objects are used, but is not limited to these objects only:
−	*Goal
−	*Role
−	*Plan
−	*Resource
−	*Business Process
−	*Organizational Function
−	*Process Flow
−	*Data Object
−	*Etc.

@@ Line 180: / Line 180: @@
 Various artefacts typically use a wide variety of objects that is used to represent different kinds of information, and how this information relates to one another. In the key model "Gemba Kaizen" artefact, the following objects are used, but is not limited to these objects only:
-- Goal
+*Goal
-- Role
+*Role
-- Plan
+*Plan
-- Resource
+*Resource
-- Business Process
+*Business Process
-- Organizational Function
+*Organizational Function
-- Process Flow
+*Process Flow
-- Data Object
+*Data Object
-- Etc.
+*Etc.

@@ Line 21: / Line 21: @@
 <div style="padding: 10px; float: left;">
-[[File:Gemba Kaizen -Extended-.png|thumb|500px|left|alt=Gemba Kaizen [Extended]|Gemba Kaizen [Extended].]]
+[[File:Gemba Kaizen -Artefact-.png|thumb|500px|left|alt=Gemba Kaizen [Artefact]|Gemba Kaizen [Artefact].]]
 </div>
 <div style="clear: both;"></div>
@@ Line 175: / Line 175: @@
 *Infrastructure Service Matrix
 *Infrastructure Rules Matrix

← Older revision		Revision as of 12:30, 12 December 2018
Line 142:		Line 142:
	'''(x)''' =Secondary		'''(x)''' =Secondary
	'''A''' =Advanced enhancements to the model		'''A''' =Advanced enhancements to the model
−
−
−	~~=== How Gemba Kaizen fits to Enterprise Architecture ===~~
−	While Gemba Kaizen can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Gemba Kaizen could also be used for a specific enterprise capability, location or resource.

← Older revision		Revision as of 12:33, 5 December 2018
Line 198:		Line 198:
	*Business Architect		*Business Architect
	*Business Analyst		*Business Analyst
		+	*Process eXpert
		+	*Process Architect

@@ Line 1: / Line 1: @@
 {{DISPLAYTITLE: Gemba Kaizen}}
-== Gemba KaizenA ==
+== Gemba Kaizen ==
 === The Way Of Thinking - Why (Reason) & Whither (Goal) ===
 Gemba Kaizen is a Japanese concept of continuous improvement designed for enhancing processes and reducing waste. Within a lean context, Gemba simply refers to the location where value is created, while Kaizen relates to improvements. However, the concept of Gemba Kaizen holds many more meanings than its literal translation. According to the Kaizen Institute, an organization which has embraced the concept is constantly striving to improve its processes, promotes discipline and standardization, and believes the processes in place for solving problems are more valuable than the solutions themselves.

@@ Line 44: / Line 44: @@
 *Standardize the new, improved operations.
 *Continue cycle ad infinitum.
 === Details around Gemba Kaizen needed for the Way of Modelling: ===
@@ Line 59: / Line 58: @@
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
-| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
-| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
 |-
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
-| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
@@ Line 79: / Line 78: @@
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
-| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
@@ Line 86: / Line 85: @@
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
-| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
@@ Line 93: / Line 92: @@
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
-| style="text-align: left;" style="width: 20%; padding: 10px;" |
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
@@ Line 100: / Line 99: @@
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
-| style="text-align: left;" style="width: 20%; padding: 10px;" |
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
@@ Line 107: / Line 106: @@
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
 | style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
-| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
+| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
-| style="text-align: left;" style="width: 20%; padding: 10px;" |
+| style="text-align: left;" style="width: 20%; padding: 10px;" | Monitor
 |-
 | colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
@@ Line 145: / Line 144: @@
-=== How Lean Thinking fits to Enterprise Architecture ===
+=== How Gemba Kaizen fits to Enterprise Architecture ===
-While Six Sigma can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Six Sigma could also be used for a specific enterprise capability, location or resource.
+While Gemba Kaizen can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Gemba Kaizen could also be used for a specific enterprise capability, location or resource.
 === Combinations To Other Models (Artefacts) ===
-The Six Sigma artefact can be used in the combination of the following other concepts, models/artefacts:
+The Gemba Kaizen artefact can be used in the combination of the following other concepts, models/artefacts:
-−
 *Requirement Model
 *Stakeholder Matrix
@@ Line 184: / Line 182: @@
 === Industry Focus ===
-The Six Sigma artefact can be used across all industries.
+The Gemba Kaizen artefact can be used across all industries.
 === Relevant Roles ===
-The Six Sigma artefact is relevant for all roles that are involved with strategy; among others these are the following roles:
+The Gemba Kaizen artefact is relevant for all roles that are involved with strategy; among others these are the following roles:
 '''Executive Roles'''
@@ Line 204: / Line 202: @@
 === Reference Material ===
-*[http://www.12manage.com/methods_six_sigma.html 12 Manage]
+*[http://www.processexcellencenetwork.com/lean/articles/gemba-kaizen/ Process Excellence Network]
-*[http://en.wikipedia.org/wiki/Six_Sigma Wikipedia]
+*[http://en.wikipedia.org/wiki/Kaizen Kaizen on Wikipedia]
-*[http://www.isixsigma.com/ iSixSigma]
+*[http://en.wikipedia.org/wiki/Gemba Gemba on Wikipedia]
 [[Category: Key Models]]

@@ Line 23: / Line 23: @@
 [[File:Gemba Kaizen -Extended-.png|thumb|500px|left|alt=Gemba Kaizen [Extended]|Gemba Kaizen [Extended].]]
 </div>
 <div style="clear: both;"></div>
 === The Way Of Working - What (Context) & Whence (Source) ===
-When in the process of applying Six Sigma, one can follow the five-stage process below:
+Implementation of Gemba Kaizen principles within the workplace holds numerous benefits for organizations across a range of sectors, including healthcare – an industry which is facing a growing number of pressures.
-#Definition: The first step in any Six Sigma project is to clarify the problem and narrow its scope in such a way that measurable goals can be achieved within a few months. Then a team is assembled to examine the process in detail, suggest improvements, and implement those recommendations. In the manufacturing world, project managers and their sponsors typically begin by defining what constitutes a defect and then establish a set of objectives designed to reduce the occurrence of such defects.
+The Toyota Production System is known for kaizen, where all line personnel are expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality, which may initiate a kaizen.
-#Measurement: In the second step of a Six Sigma project, the team gathers data and prepares it for high-level analysis.
+The cycle of Kaizen activity can be defined as:
-#Analysis: Once a process has been mapped and documented, and the quality of the hard supporting data has been verified, the Six Sigma team can begin the analysis. The team members usually start by identifying the ways in which people fail to act as needed, or by identifying the ways in which people fail to ensure effective control at each stage.
+*Standardize an operation and activities.
-#Improvement: Recommend, decide and implement improvements.
+*Measure the standardized operation (find cycle time and amount of in-process inventory).
-#Control: In the final stage of a Six Sigma project, the team creates controls. These are enabling the company to sustain and extend the improvements.
+*Gauge measurements against requirements.
-=== Details around Six Sigma needed for the Way of Modelling: ===
+=== Details around Gemba Kaizen needed for the Way of Modelling: ===
 {| class="wikitable" style="width: 80%;"

@@ Line 6: / Line 6: @@
 Gemba Kaizen embraces the skills of a whole organization; inviting and rewarding employee contributions and understanding even the smallest improvements will create greater value over time. The concept focuses on achieving continuous improvement through activities on the work floor.
-'''The Five Ss'''
+=== The Five Ss ===
 One of the key concepts of Kaizen is the pursuit of operation excellence through a housekeeping technique known as the 'five Ss'. The Kaizen Institute recommends the 'five Ss' are a good place for an organization to start when introducing the concept, as it allows all employees to get involved.