Digital transformation for chiefs and owners. Volume 2. Systems thinking. Dzhimsher Chelidze

Чтение книги онлайн.

СКАЧАТЬ did the problem arise as a result of what actions (how)?

      Additionally, then we work through «5 why». I first encountered this tool in one project where IKEA worked: when delivering defective products, you are forced to conduct an investigation and issue it in the format of «5 why».

      The essence of the tool – you need 5 times to answer the question «Why did this happen?» to get to the systemic reasons. And the more digitized the business processes and all the steps, the easier, faster and more efficient it is to do this analysis.

      An example of such an algorithm.

      Problem: the goods came with scratches, while on the output control everything was fine.

      – Step 1. Why is this happening? Because the products are damaged in the way, scratching each other.

      – Step 2. Why is it damaged in the way? Because the transport is by car and side overloads are possible.

      – Step 3. Why does the packed cargo still get damaged during transport? Because packaging technology doesn’t provide the proper protection.

      – Step 4. Why does packaging technology not provide protection during transportation? Because packaging technology has drawbacks.

      – Step 5. Why does the packaging technology have drawbacks? And here is the branching. The first is that there was no exit control before, and it was written off as a unit, no one was investigating the causes. The second is that the company had no prior experience with such delivery and that packaging technology was not developed.

      The problem with this method is that it is necessary to maintain criticality and easily go into the wrong conclusions. Additionally, the above is a real example. Which one do you think is right?

      In the digitization of 7 steps of problem solving – a key tool of lean production. Digitalization without software failures, hardware failures, conflicts is impossible, and you need to be able to solve these problems: localize and define the problem, formulate it, identify the causes of its occurrence, prepare ideas for solution, choose the best and act. Understanding and possession of this tool should be formed massively among employees. It is commonplace for them to formulate and describe their problem for technical support, rather than writing something of the category: «Good day, does not work 1C». It’ll save a lot of time and money. Because even if you decide to introduce artificial intelligence into technical support, it will not understand anything from such a request.

      At the same time, without the described and structured processes, the effectiveness of the seven steps and the «5 why» will be radically reduced. How do you understand in what process the problem? Additionally, the main thing is that you will change, so that it does not happen again? Going forward, I will mark another tool – «6 sigma». It’s for you to understand the limits of the controllability of your process and not run to rebuild the whole organization after every sneeze.

      5S – Control and Maintenance System

      5S – a tool in an ecosystem of lean production, a method that aims at:

      – increase the efficiency of the operation;

      – eliminate accumulated waste and debris, including in IT solutions, and prevent its further occurrence;

      – reduction of losses by searching for answers to the questions «where is the tool?» «how to access it?»;

      – improving corporate culture through changing conditions and creating new habits.

      The Japanese believe that the first thing is always to «dispel the fog», to make everything clear, signed, arranged in places. Then all losses become visible, and deviations are obvious, and can be quickly corrected before going into trouble.

      If the workplace is a mess, then everything is «fog» where the losses are born.

      At the same time, the essence of the 5S system – not only one-time restoration of order in the workplace, but also the maintenance of such order always.

      5S algorithm:

      – Sorting: All items in the workplace are separated (sorted) into necessary and unnecessary items. Unnecessary items are removed from the workplace. In IT, too: everything superfluous is removed from the system’s desktop.

      – Keeping order: Items are arranged so that they are easy and convenient to use. Here we are talking about UX design.

      – Cleanliness: all items and workplaces are cleaned, washed, painted, dirt, dust and debris removed, unnecessary graphics.

      – Standardization: a visual standard is drawn up for the location of objects: contours of objects, signatures at their locations, cleaning regulations, desktops.

      – Improvement: a system of continuous improvement of previous steps and the workplace is being developed. But without standards and «points of reference», everything will fall into chaos.

      This tool also helps in designing interfaces for digital solutions, including for optimization. For example, some guys regularly monitor which functions are in demand, and put them in the first place. Additionally, what loses its relevance is sometimes cut out of the system altogether. Again, in IT systems, only 20% of the functionality is used regularly, 30% sometimes, and 50% – general garbage.

      This is not a complete list of lean manufacturing tools. There are still:

      – TQC – Universal Quality Control

      – TQM – Global Quality Management

      – TPM – Universal Equipment Care

      – Just-in-time – just in time

      – Report A3

      You can read more about them by QR-code or link.

      Lean Production. Part 1

      Disadvantages of lean production

      – Problems of raw material and resource supply

      Stock limitations make you vulnerable to suppliers, both external and internal. For example, if an employee is ill, some delays in logistics can be fatal. Additionally, as experience shows, sellers are very rarely willing or able to organize reliable deliveries in small lots on a tight schedule. If we add the current global chaos to logistics, then…

      – Reputational Loss

      This is a consequence of the previous paragraph. If due to suppliers will disrupt the technological processes, customers will not be able to receive their goods on time. Additionally, this is a reputation disaster.

      – High Costs

      If you introduce lean production completely, it may be necessary to reconstruct facilities, replace equipment, which is very expensive. In addition, the introduction of all rituals and tools will require long training of staff. Small and medium-sized businesses can end up paying off all these СКАЧАТЬ