Jishuken event
Jishuken, pronounced "jee-shoo-ken", is a Japanese term translating to "self-learning" or "autonomous study groups". It's a key element of the Toyota Production System (TPS) and a powerful tool for driving continuous improvement within an organization. Unlike other Kaizen activities that might have broader objectives, Jishuken focuses on solving complex, critical issues and developing leadership capabilities at the same time.
Key aspects of a Jishuken event
Problem Identification and Scope Definition: Jishuken starts with identifying a specific problem or area requiring improvement, often driven by management or triggered by abnormal conditions.
Team Formation: A small, cross-functional team, typically comprising managers and senior managers (5-7 members), is assembled to address the chosen problem. The team may also include individuals from relevant departments or even a facilitator from outside the organization.
Data Collection and Analysis: Team members gather relevant data to understand the current situation and the extent of the problem. This might involve techniques like Gemba walks (visiting the actual worksite), interviews, surveys, and process mapping.
Root Cause Analysis: Using tools like Fishbone diagrams or the 5 Whys technique, the team delves into the collected data to pinpoint the underlying causes of the problem.
Solution Generation and Implementation: Based on the root cause analysis, the team brainstorms potential solutions, prioritizes them, and develops a plan for implementing the most impactful ones. Pilot testing is often employed before wider rollout.
Evaluation and Standardization: After implementation, the team evaluates the effectiveness of the changes using key performance indicators (KPIs) and data tracking. If the changes prove successful, they are standardized, documented in Standard Operating Procedures (SOPs), and shared across the organization.
Benefits of Jishuken
Leadership Development: Jishuken provides a practical training ground for managers to develop their TPS skills, learn problem-solving techniques, and improve their ability to coach and teach others.
Deepened Understanding of TPS: Through hands-on application and interaction with different levels of the organization, managers gain a more profound understanding of TPS principles and how to implement them effectively.
Sustainable Improvement: By focusing on root cause analysis and addressing issues at the source, Jishuken helps drive long-term, sustainable improvements rather than quick fixes.
Improved Quality and Efficiency: Jishuken efforts can lead to significant improvements in various areas like reducing defects, optimizing processes, and enhancing efficiency.
Fostering a Culture of Continuous Improvement: By empowering employees and promoting teamwork, Jishuken helps embed a culture of continuous improvement and problem-solving within the organization.
Jishuken in the Toyota Production System
Toyota uses Jishuken as a management-directed Kaizen activity to identify areas needing continuous improvement and to spread Kaizen principles throughout the organization. It's a proactive approach that encourages managers to take ownership of their processes and continuously seek opportunities for improvement.
In essence
Jishuken is more than just a problem-solving event; it's a strategic approach to developing leadership capabilities, fostering a culture of continuous improvement, and ultimately strengthening the organization as a whole.
There is one more article in my blog on Jishuken by Isao Kato in draft form.
LLM Initiated
Jishuken: a management-driven approach to continuous improvement
Jishuken, Part Two: The Power of Self-Learning - Lean ...
Kaizen Workshop - Lean Enterprise Institute
All You Need To Know About Jinshuken
Reclaiming the Toyota Production System through Lean TPS ...
Jishuken: A Management-Driven Kaizen Activity
Osamu Higo
https://www.linkedin.com/posts/osamu-higo-556b7830_dear-lean-practitioner-i-still-see-some-activity-7354261393329545218-7YwJ
Jishuken vs Kaizen event
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