GEMBA MANAGEMENT

Policy
Quality Management Suggestion
Control System
Circle
Standardization
&
Quality Assurance
Cross-
Functional Daily
Management Management

5S

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 Gemba Management in
Company Management

TOP
t i on N)
MANAGEMENT
ova IZE
Inn (K
A
n t
n t rr e
MIDDLE me c u
MANAGEMENT o ve t he
p r t
Im e n
s m
le rk)
u ou p
SUPERVISOR ti n i m wo
Co
n
a nd ine
i n u t
GKM
i nt a (R o
FOREMAN & 3S a m
OPERATOR 5R M s te
sy

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 5R IMPLEMENTATION
WAY TO DEVELOP
WORLD CLASS COMPANY CULTURE

5S 5C 5R 5P
Seiri Clear-out Ringkas Pemilahan
Seiton Classify Rapi Penataan
Seiso Cleaning Resik Pembersihan
Seiketsu Conformity Rawat Pemantapan
Shitsuke Custom Rajin Pembiasaan

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 5R IMPLEMENTATION
OBJECTIVES
• To create a comfortable workplace and interesting job
• To train employee independently organize his/her
work
• To enforce discipline is using standard
• To create “Visual Factory”
• Create positive image upon customer view

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 EFFECT ON 5R IMPLEMENTATION
• Minimize the potention of:
– Accident
– Breakdown
– Cost
– Defect
• Increase efficiency and work motivation
• A ready organization for transformation in direction of
Top management strategy

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 TRANSFORMATION:
BEHAVIOR & WORKPLACE CONDITION

TRAINING

Attitude Behavior Workplace

5R IMPLEMENTATION

Culture Attitude Customs Behavior Workplace

( 3 principles : Consistency, Continuity & Simplicity)

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 SUGGESTION SYSTEM
Definition

Management system that involves every

customer in improving quality through
individual suggestion for improvement

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 SS DEVELOPMENT IN JAPAN
(1984)
• THE BIG TEN GROUP IN SS IMPLEMENTATION
• Matsushita (Panasonic) 6.58 million
• Hitachi 4.65 million
• Mazda 3.06 million
• Toyota 2.15 million
• Nippondenso 1.43 million
• Mitsubishi Motors 1.12 million
• Nissan Motor 1.07 million
• Aisin Seiki 0.97 million
• Bridgestone Tire 0.95 million

• Japan National Railway 0.78 million

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 SS IN TOYOTA MOTOR CORP.
(1984)

• Number of suggestion : 2.1 million

• Number of suggestion/ employee : 40
• Participation level: 95%
• Acceptance level: 95%

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COMPARATIVE STUDY ON SS DEVELOPMENT IN
AMERICA AND JAPAN (1989)
USAJapan
Number of people implementing SS 282 666
Number of employee involved 8.642.269 1.646.960
Number of suggestion accepted 996.694 60.343.937
Number of suggestion /100 employee 12 3.664
Number of employee suggest /100
employee 9 75
Adoption rate 32% 87%
Rerata award/adoption $602.15 $2.20
Rerata economy/adoption $6.114 $110
Economy/ 100 employee $22.825 $365.656

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 THE DIFFERENCE OF SS
WEST VERSION AND JAPAN VERSION
West (America) Japan
•Emphasize on economical •Emphasize on participation
output( great ideas) (small ideas)

•Extremely put emphasis on •Psychological Incentive

Financial incentive (pengakuan dan aktualisasi
diri)
•Personal motivation •Personal motivation and
group

•SS Committee responsibility •Top management

responsibility

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 SS OBJECTIVES IN MANAGEMENT
Suggestion system ideas can be directed for:

• Ideas to increase sales

– improve servicing, product image, product selection, exhibition
method, etc

• Ideas to lower cost

– efficient work, reduce non-quality product; overtime work, wastes;
inconsistency; etc

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SS IMPLEMENTATION STRATEGY AND MECHANISM
•System
•Organization
•Regulation
Mechanism •Reward System
•Standard Evaluation
Suggestion
•Suggestion Form
system

Strategy
•Education and Training
•Campaign
•Promotion activity
•Motivation encouragement
•Coaching and Counseling

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 QUALITY CONTROL CIRCLE
Definition

Group consist of operators with specific job who

meet together periodically to discuss and solve
problems and the job environment with focus on
improving quality using quality control system

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 QUALITY CONTROL CIRCLE
OBJECTIVES
• Improve problem- solving ability
• Increase involvement of employee in problem solving
• Promote teamwork in the group
• Increase awareness of problem prevention
• Increase employee motivation
• Increase communication in the group
• Improve Top-Bottom relationship
• improve quality

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