Ringi Sei 稟議制 <> Ringi Decision Making& the discipline of Nemawashi ( 根回し )

Created by Todd McCann

Contents:>Shallow instructions and foundations for use> Ringisei model

A Quote from Taiichi Ohno

“ Where there is NO Standardthere can be NO KAIZEN”

We Serve the GEMBA We Teach Leaders to “Learn to See” and “Serve the Gemba”

consensual understanding + intensive discussion + commitment + clear and concise target condition + decision

Focus and Aim of NemawashiSharing of an idea for improvement with others, to gain consensus slowly and build strong roots for growth/understanding to establish a new and improved standard. (Communicate with others to “Plant Seeds” of idea and to “Continuously Water and Feed” seeds by sharing and including what you learned from others with others.)Establish a “No Surprises” environment for commitment and decision making.Use A3 proposal > share with upstream and downstream constituencies. from target point of the improvement. Gain new knowledge and insights from others (Learning and new knowledge is established in all who take part), build upon your idea with ideas of others.Share idea upward in organization . Build confidence to implement idea rapidly through sharing using facts and data.

Key Objectives:

> Share your idea for improvement> Slowly build consensus with others > Build Hoken with facts not assumptions> Prepare yourself and others for improvement of standard in current condition

Foundational Skills required

> Interpersonal > Communication using facts and data> Wa (Creating Harmony)> Enryo (Reserve)> Socratic Method> Ringisei <> Ringi Decision Making> Hoken development> Yokoten> Servant Leadership, respect, humility> A3 construction and use> 5W1H (who what why where when how) > 7 Wastes> 3M Muda Mura Muri> PDCA > SDCA> KAIZEN Spirit practices and activities> Challenge Spirit> KAIZEN and KAIKAKU

Created By: Todd McCannDate created: 2-10-2012Subject: Nemawashi

A3

Create an A3 and collect your facts and data.

Share observations, facts and data of current state condition.

Use A3 as the primary device by which you offer your insights to others.

Propose and share your idea others by presenting your thinking as depicted in your A3 to sharpen Hoken,

Build upon others contributions and combine into your thinking about the target condition under review for improvement. Sharpen Hoken

Key Point: Sharpen and Build your Hoken.

Application Elements of Nemawashi

Suggested Materials

Key Elements of Nemawashi

Spirit of Humility and Modesty

During Nemawashi you must always be mindful and aware and embrace your ignorance. Do not become trapped in your own idea and not let go. Others will challenge you and you must keep mind wide open and willing to receive others input. Be aware that you do not know everything about everything.

Key Point: Please be humbly aware of your own ignorance.

KAIZEN Spirit Nemawashi demonstrates that

you are willing to share your thinking with others for the benefit of others. You are challenging the current standard. This challenge of current standard is the spirit of KAIZEN thinking. Create the new evident norm.

Key Point: Improvement mindset, not just to change for sake of change . Must be a true benefit, not an apparent benefit.

Mindsets & BehaviorsFoundation Skills and Conditions

Challenge Spirit

Users of Nemawashi must understand and demonstrate Challenge Spirit.

During sharing of the thinking that went into the idea, others will respectfully challenge your thinking and your approach. Not you.

You should never become defensive nor should you not listen to what others have to offer, nor should you not add what they have to offer, struggle to learn from them and their contribution. Think Enryo. Be open and receptive to learn from others by sharing your idea and the thinking that went into your idea as well as theirs. The challenging goes both ways it is not one sided.

Key Point: Keep an open mind and learn through sharing and listening and reciprocating challenge with whom you are sharing your idea with. Ask questions to fully understand WHY others are challenging. Seek to Learn more from others input.

Nemawashi ( 根回し )

CULTURE of RESPECT

The environment for proper use of Nemawashi assumes that there is a well rooted foundation of respect for others points of view supported by data and facts. By performing Nemawashi you are respecting the minds and thoughts of others for the benefit of others., Not your own.

Key Point: All involved must have deeply rooted respect for all individuals involved and those who are not involved in improving current standard. The improvement is NOT for your benefit, but for the benefit of others.

Hoken

As you begin to share your idea using proposal A3 you build “Insurance” or Hoken of the benefits of idea. Add facts that others contribute during your sharing of idea on A3. Including others thoughts and ideas reduces “surprises”, establishes shared understanding of and for idea, slowly enables management of change for test and trial of idea and establishes foundation for rapid widespread implementation based on results of test and trail. Others may note facts and have ideas that you may have excluded from your initial pass in creating A3. Add them!

Key Point: Build the roots and insurance of benefits to be realized with facts and data to lesson difficulty and struggle during implementation.

保険Ringisei <> Ringi Decision Making

This discipline and process serves several purposes. One is to overcome (provide Ying Yang opposing balance) to existing bureaucracy. The positive forces created in use of Ringisei enable ideas to potentially turn into KAIZEN activities. (Note: Some ideas will be rejected) Ringisei is the environment in which Nemawashi formally operates and assumes that building consensus slowly to test and trial new idea is well understood in all who participate. (unspoken) This is not to say Nemawashi cannot operate outside of the Ringisei environment. (See formal model on next slide)

Key Point: Formal discipline and process applied to create, share, shape idea of improvement and potentially perform KAIZEN or KAIKAKU activities.

稟議制Enryo (reserve)

During sharing of your idea, challenges will come your way. The challenges will require you to stay reserved and not take a firm stance. Flexibility in your thinking is key. Persuasion is the technique used in Nemawashi, yet you must be wide open to others challenges. Remain focused on improvement of target condition. Remember, others ideas are just as important, if not more important, than yours

Key Point: Learn by being open and listen deeply to others input, even when it may seem to be counter to your idea. Listen and Learn.

遠慮

Wa (Creating Harmony)

Each step in Ringi decision making process is focused on creating a more detailed understanding so balance and harmony in the environment is established prior to implementation of idea. Opinions are shared and deeper roots of overall benefits becomes clearer to all involved and is well understood. Ringi decision making establishes Social Harmony. Key Point: Slow and methodical sharing and learning to create harmony, eliminate the potential creation of the conditions of Muri and Mura, make idea crystal clear prior to implementation in environment. Deliberately Create Balance.

和

Closed Loop Thinking “PDCA”

Nemawashi is part of PLAN in PDCA. The idea being proposed must be shared and vetted with others for the benefit of others. Take the time to share, learn and grow new knowledge with others input during Plan. Learn by Doing <> Learn by Planning. Sharpen Hoken.

Key Point: Use of PDCA coupled with Scientific approach to problem solving is the common language for fact and data based improvement. Be mindful of closed loop thinking and the repetitive nature of PDCA thinking.

A. Measures

1. Work Orders per year

2. Work Orders requiring M&TE per year

3. Progress of Work Order changes

4. Cost per hour for delayed plant work

1. Operation

2. Outage

5. Planned M&TE vs. Actual M&TE

VI. UNRESOLVED ISSUESA. Measures

1. Work Orders per year

2. Work Orders requiring M&TE per year

3. Progress of Work Order changes

4. Cost per hour for delayed plant work

1. Operation

2. Outage

5. Planned M&TE vs. Actual M&TE

VI. UNRESOLVED ISSUES

A. Typically, M&TE personnel are made aware of M&TE needs when the worker checks out M&TE on the way to the plant to perform a task

B. M&TE needs are not scheduled or planned in Maximo

C. Zero visibility of M&TE demand = <100% service level

D. Service level is indeterminate, lacking measures for:

1. Scheduled work orders

2. Emergent work

3. Discretionary work

E. Zero visibility of M&TE demand in the T-15 schedule results in:

1. Reactionary response v. Proactive countermeasures

2. Ripple effects

a. Imposes non-standard conditions

b. Lost time – waiting, rescheduling plant work, and shuffled work and assets

c. Expediting offsite calibrations requires additional money

3. Waste

a. Excess Inventory

b. Over-processing

c. Waiting

II. CURRENT CONDITIONA. Typically, M&TE personnel are made aware of M&TE needs when the worker

checks out M&TE on the way to the plant to perform a task

B. M&TE needs are not scheduled or planned in Maximo

C. Zero visibility of M&TE demand = <100% service level

D. Service level is indeterminate, lacking measures for:

1. Scheduled work orders

2. Emergent work

3. Discretionary work

E. Zero visibility of M&TE demand in the T-15 schedule results in:

1. Reactionary response v. Proactive countermeasures

2. Ripple effects

a. Imposes non-standard conditions

b. Lost time – waiting, rescheduling plant work, and shuffled work and assets

c. Expediting offsite calibrations requires additional money

3. Waste

a. Excess Inventory

b. Over-processing

c. Waiting

II. CURRENT CONDITION

4000 M&TE Itemsby Calibration Discipline

11001000

550

400 400

550

0

200

400

600

800

1000

1200

Dime Elec Pres Torq Temp Misc

Disciplines

T-15T-14

throughT-8

T-7T-7

throughT-1

T-1

Work OrderPlanning

M&TE WorkWeek Query

PrepareM&TE

ForecastedM&TE Ready

T-0

Target Plant Maintenance Schedule with M&TE

User Picks UpM&TE

T-15T-14

throughT-8

T-7T-7

throughT-1

T-1

Work OrderPlanning

M&TE WorkWeek Query

PrepareM&TE

ForecastedM&TE Ready

T-0

Target Plant Maintenance Schedule with M&TE

User Picks UpM&TE

A. Full visibility of M&TE needs for operation and outage work orders

B. All M&TE assigned to logical parent-tool groups (item numbers)

C. Affected procedures revised for improved processes

D. Implement the improvement through standard schedule process, naturally populating the system

E. Include improvement initiative into standardized process for work order generation and revisions

F. M&TE included in all repetitive 2010 work orders requiring M&TE

G. M&TE included in all 2011 outage work orders

H. Standardized M&TE look-ahead process

I. M&TE needs identified in T-7 week

J. M&TE needs prepared by T-1 week

K. M&TE issued to user during T-0 week

L. Develop more sophisticated eye for real demand levels to implement planned calibrations and seek further improvement opportunities

III. TARGET CONDITION:A. Full visibility of M&TE needs for operation and outage work orders

B. All M&TE assigned to logical parent-tool groups (item numbers)

C. Affected procedures revised for improved processes

D. Implement the improvement through standard schedule process, naturally populating the system

E. Include improvement initiative into standardized process for work order generation and revisions

F. M&TE included in all repetitive 2010 work orders requiring M&TE

G. M&TE included in all 2011 outage work orders

H. Standardized M&TE look-ahead process

I. M&TE needs identified in T-7 week

J. M&TE needs prepared by T-1 week

K. M&TE issued to user during T-0 week

L. Develop more sophisticated eye for real demand levels to implement planned calibrations and seek further improvement opportunities

III. TARGET CONDITION:

M&TE Item Number Conversion

0

1000

2000

3000

4000

5000

Start Status Target

2009 Work Orders with M&TE

(Values to be determined)

0

10

20

30

40

50

60

70

80

Discretionary Emergent Scheduled

Revised Work Orders

(Values to be determined)

0

20

40

60

80

100

120

Start Status Target

Help!

V. INDICATORS/MEASURES OF IMPROVEMENT:V. INDICATORS/MEASURES OF IMPROVEMENT:

M&TE needs are not identified in the Plant Maintenance Schedule. Zero Visibility!

PROBLEM:

M&TE needs are not identified in the Plant Maintenance Schedule. Zero Visibility!

PROBLEM:

Planning and scheduling of plant maintenance is dependent upon several factors: qualified personnel, tools, parts, materials, M&TE, etc. PRSIM provided limited M&TE look-ahead information (i.e. a work week schedule requires a torque wrench but did not provide the type or range). M&TE is not presently tied to the maintenance schedule resulting in reduced M&TE calibration planning effectiveness, emergent calibrations, and delayed plant work activities. Maximo interface is not currently available.

I. BACKGROUND:

Planning and scheduling of plant maintenance is dependent upon several factors: qualified personnel, tools, parts, materials, M&TE, etc. PRSIM provided limited M&TE look-ahead information (i.e. a work week schedule requires a torque wrench but did not provide the type or range). M&TE is not presently tied to the maintenance schedule resulting in reduced M&TE calibration planning effectiveness, emergent calibrations, and delayed plant work activities. Maximo interface is not currently available.

I. BACKGROUND:

T-15T-14

throughT-8

T-7T-7

throughT-1

T-1

Work OrderPlanning

T-0

Current Plant Maintenance Schedule with M&TE

Worker checks out M&TE

M&TE personnel made aware of M&TE need

T-15T-14

throughT-8

T-7T-7

throughT-1

T-1

Work OrderPlanning

T-0

Current Plant Maintenance Schedule with M&TE

Worker checks out M&TE

M&TE personnel made aware of M&TE need

M&TEVisibility

M&TEVisibility

Shaw Site Services Metrology

Wade Jacobs x6958

Roger Adams x6471

STATUS 09/22/09

M&TE in Work Order Process

Shaw Site Services Metrology

Wade Jacobs x6958

Roger Adams x6471

STATUS 09/22/09

M&TE in Work Order Process

M&TE12/0910/09Compare planned M&TE to actual M&TE

IV. DETAILED PLAN TO CLOSE THE GAP

M&TE02/1001/10Train M&TE personnel in T-15 work order process as relates to M&TE calibrations

PlanningContinuing

Process03/09

Revise work order job plans as an in-process continuous improvement

PlanningComplete

03/0903/09

Train Planning personnel on steps to include M&TE in work order planning

M&TEComplete

02/0902/09Prepare critical M&TE list

M&TEComplete

010912/08Edit Maximo Inventory tool-parent relationships

M&TEComplete

12/0811/08

Review Maximo M&TE inventory for item number tool-parent relationships

WhoTargetStartTask

M&TE12/0910/09Compare planned M&TE to actual M&TE

IV. DETAILED PLAN TO CLOSE THE GAP

M&TE02/1001/10Train M&TE personnel in T-15 work order process as relates to M&TE calibrations

PlanningContinuing

Process03/09

Revise work order job plans as an in-process continuous improvement

PlanningComplete

03/0903/09

Train Planning personnel on steps to include M&TE in work order planning

M&TEComplete

02/0902/09Prepare critical M&TE list

M&TEComplete

010912/08Edit Maximo Inventory tool-parent relationships

M&TEComplete

12/0811/08

Review Maximo M&TE inventory for item number tool-parent relationships

WhoTargetStartTask

Sample A3’s

Created By: Todd McCannDate created: 2-10-2012Subject: NemawashiNemawashi ( 根回し )

Source: 2004 Japanese Cultural NotesChapter 10 – Business. Mineharu Nakayama, Janet Stucky, Japanese Institute for Cultural StudiesOhio State University and Global Horizons

Japanese Style Decision Making (Rinji / Ringi)

A decision making process involving all levels of management with decisions generated fromthe bottom to the top.

Jitsuryokusha = Big WheelJoho Shushu = Move slowly to better understand Joho = Walking Slowly Shushu = to count to reconcileHonkaigi = Plenary session, regular sessionYobikaigi = Preliminary ConferenceRingisho = Draft plan created and circulated to obtain permission to proceed by respectfully sharing with othersTataki-dai = presenting only 80% of improvement proposal, to receive constructive challenge and criticism and sharpen ideaNemawashi = formal or informal “behind the scene” sharing of idea

Terms and Definitions:Please be mindful that terms truly cannot be directly translated to English in most instancesFor they are words that describe a condition with several meanings.

START > An IDEA of improvement is BORN at the GEMBA and shared with “Supervisor” Middle Man.1 > Idea is then presented by Supervisor “Middle Man” into the “Big Wheel (Jitsuryokusha) to initiate preliminary review to turn the big wheel so idea does not sit stagnant and wait in the mind of the person who generated the idea.

2 > The idea is then managed upward to “Top Manager” through Jitsuryokusha where initial challenge starts to shape the idea for small group exercise to collect additional facts and data on idea (Joho Shushu) > (Idea may be rejected at this moment in process. A decision to pursue improvement is made or set idea into a “reserve window” due to timing. The idea may join up with other ideas to support bigger picture Hoshin and the supporting Kanri, (The idea may take a Near Term or Long Term position in the Kanri)

3 > Joho Shushu is conducted, If True Benefit is recognized by “Top Manager” a small group to carry idea forward is created.Deeper research is conducted by small group and additional facts and data are collected to document improvement idea.

4 > Tataki-dai is conducted after additional research is performed. Details collected in Joho Shushu are challenged in the small group over and over again. Questions are asked and answers are created using facts and data, no wishful thinking is allowed. The Hoken developed is now clearer to the small group, consensus is built in the small group and a rough draft of the improvement is created by the small group. Objectivity rules during Tataki-dai.

5 > Ringisho is conducted. The rough draft of the research created in Tataki-dai is now ready to be transformed into a proposal during Ringisho. The documentation of the research is consolidated and the supporting documentation created in Tataki-dai accompanies the proposal as the idea moves forward in the process. The idea is sharpened, no differences of opinion remain in the small group, the data and facts along with an approach to test and trial is clear in the small group and placed on a single sheet paper = A3 and is now called a proposal.

6 > Nemawashi is conducted formally or informally. The proposal is then shared and communicated Upstream and Downstream from point of improvement using discipline of Nemawashi. All who will be impacted by improvement are notified and communicated with prior to Yobikaigi. Condition of Wa is being created.

7 > First round Yobikaigi is conducted. Impacted work zones and the people in the zones have had time to perform their own research and expose “in clear sight” impacts as well as “hidden” impacts of proposal. A plenary meeting is held and the proposal is challenged and sharpened again. The positive and negative impacts of improvement are discussed and become clearer, and the Hoken becomes stronger , wider and deeper with the input of others during Yobikaigi. Wa is being created.

8 > Repeat Step 6 > All changes to proposal that occurred during first round Yobikaigi are communicated again with others who were not present in plenary meeting and modifications that occurred during Yobikaigi are challenged with others input.

9 > Repeat Step 7 > New challenges and ideas generated during second round of Nemawashi are brought forward and the proposal is sharpened again in second round Yobikaigi session. Condition of Wa continues to be created.

10 > Repeat Step 6 > All changes to proposal that occurred during second round Yobikaigi are communicated again with others who were not present in second round Yobikaigi session and modifications that occurred during second round Yobikaigi are challenged with others input. By this time the communications of proposal and the challenges to proposal begin to diminish due to effective use of Nemawashi. The proposal becomes clearer and more concise to all areas impacted. Condition of Wa continues to be created.

11 > Honkaigi is conducted. The top manager and the small group meet and proposal is presented. The communication is based on the Hoken (A3) and the Top Manager has been informed by the Jitsuryokusha about the proposals progress along the

way. Top Manager should not be surprised by any of the information being communicated to him/her by the small group. The proposal is now ready to be shared with the “President”. Condition of Wa continues to be created.

12 > The proposal is presented to the “President” and a decision is made to Test and Trial proposal. The proposal is known to the to the “President” thru Top Manager so there are no surprises during review of proposal.

13 > The proposal becomes a KAIZEN/KAIKAKU activity and is acted upon using PDCA thinking in Test and Trial environment. If results of Test and Trial realize True Benefit and Value to Customer, Full Implementation of Idea is performed. If results of Test and Trial DO NOT realize True Benefit and Value to Customer, Full Implementation of idea is NOT performed.

Idea(s) 1

1. Jitsuryokusha(Idea Coordinator, Communicator)

23

4

5

67

8

9

10

11

12

12. President

2 & 11. Top Manager

9. YobikaigiChallenge + Ideas 5. Ringisho

4. Tataki-dai

KAIZEN Activity 1.Test and Trial

Informal pre-meeting consultations for sounding out beforehand. Differences of opinion are to be resolved and avoided before all and every meeting.

START HEREGEMBA IDEA(s) generated

3. Team Work(Small Group) Joho Shushu

(Collection of appropriate information and data)

13

10. NemawashiChallenge + Ideas “Pounding Platform”

Create rough document draft

8. NemawashiChallenge + Ideas

7. YobikaigiChallenge + Ideas

6. Nemawashi

Preparatory > Plenary Meeting(s)

Closed Loop Thinking Ringi SeiFollow the not position titles#’s

Idea shared for presentationthrough “Middle Man”Middle

Man

Formal meeting

11. HonkaigiChallenge + Ideas

Rough draft of Proposal

KAIZEN Activity 2.Full Implementation

Created By: Todd McCannDate created: 2-10-2012Subject: NemawashiNemawashi ( 根回し )

Source: 2004 Japanese Cultural NotesChapter 10 – Business. Mineharu Nakayama, Janet Stucky, Japanese Institute for Cultural StudiesOhio State University and Global Horizons

American Perspective of Japanese BusinessCounterparts:

Examples:• Refusal to give positive feedback• Saying “Yes” when it is really “No”• Failure to question uncertainty• Not speaking during a meeting• Blind-siding in a meeting• Not clarifying expectations• Not expressing Authority• Brining problems not solutions• Ignoring merit on salary increases• No problem solving initiative• Hesitation, tentativeness, apologetic• Inadequate information on directions• Disregard of obvious facts

Japanese Perspective of American BusinessCounterparts:

Examples:• Giving negative feedback in public• Overconfident, spontaneous answers• Confrontations in meetings• Presenting un-collaborated opinions• Inadequate preparation for discussion• Deciding without all input• Excessive written documentation• Excessive differentiation of remuneration• Constant analysis of justification• No demonstration of humility• Disregard of personal feelings• Impatient with procedures of process• Individualized praise or blame

Insights to be mindful of > Please Contrast and Compare

10.10 Some points to remember about cross cultural relationships

• What seems to be logical, sensible, important and reasonable to a person in one culture may seem stupid, irrational and unimportant to an outsider

• Feelings of apprehension, loneliness, and lack of confidence are common when visiting another culture• When people talk about other cultures, they tend to describe the differences not the similarities• Differences between cultures are generally seen as threatening and described in negative terms• Personal observations and reports of other cultures should be regarded with a great deal of skepticism• One should make up one’s own mind about another culture and not rely on the reports and experiences of others• It requires experience as well as study to understand the many subtleties of another culture• Understanding another culture is a continuous process• Stereotyping is probably inevitable in the absence of frequent contact or study• The feelings which people have from their own language are not often evident until they encounter another language• People often feel that their own language is far superior to other languages• It is probable necessary to know the language of a foreign culture to understand the culture in depth

What can we learn and apply from these differences?