So Jidoka is pretty much Deming #11. Poka-yoke is obviously Deming #3. Kaizen is Deming #5. At least according to the "Out of the Crisis" poster I used to have.
I keep my Deming fandom quiet, he's about as anti-american as you can get. I'd get less flack if I said I was a Marxist. Its too bad, Deming was a genius. I'd say this whole topic is NSFW because you can't get further away from modern American management than Deming. Its safer to quote Marx at work than Deming.
The red bead experiment is deceptively simple because it provides a powerful message that is difficult for many to grasp. In summary, the misconception that workers can be meaningfully ranked is based on two faulty assumptions. The first assumption is that each worker can control his or her performance. Deming (1986, 315) estimated that 94 percent of the variation in any system is attributable to the system, not to the people working in the system. The second assumption is that any system variation will be equally distributed across workers. Deming (1986, 353) taught that there is no basis for this assumption in real life experiences. The source of the confusion comes from statistical (probability) theory where random numbers are used to obtain samples from a known population. When random numbers are used in an experiment, there is only one source of variation, so the randomness tends to be equally distributed. This is because samples based on random numbers are not influenced by such things as the characteristics of the inputs and tools (e.g., size of the beads and depressions in the paddles) and other real world phenomena. However, in real life experiences, there are many identifiable causes of variation, as well as a great many others that are unknown. The interaction of these forces will produce unbelievably large differences between people (Deming 1986, 110) and there is no logical basis for assuming that these differences will be equally distributed.2
http://blog.deming.org/2013/09/online-resources-for-w-edwards-demings-management-ideas/
JRPGs typically encourage training, finding efficient ways to grind (improving processes) and perfecting character builds through trial and error - at least on the first playthrough. This seems like a Kaizen approach.
WRPGs typically encourage a focus on fight-by-fight tactics and a priori evaluation of build options and strategies to find an 'optimal' team, tactic, strategy and build. This seems like a 'secret formula' approach to management I've seen a lot in my own professional life.
At their worst, JRPGs are grindfests where the gameplay consists of finding ways to minimise that grind or maximise efficiency.
At their worst, WRPGs are spreadsheet and inventory management simulators.
I think I am stretching a little here (many Japanese RPGs are indistinguishable from so-called WRPGs), and I appreciate that this is something of a tangent, it was just something that struck me.
I wasn't implying that kaizen was causing culture which was causing JRPGs. I was implying that the same culture was causing kaizen and JRPGs.
I was also talking only about kaizen, rather than about any of the other management ideas touched on in the article.
Brief history of TPS: http://www.sae.org/manufacturing/lean/column/leanjun01.htm
http://www.edn.com/design/automotive/4423428/Toyota-s-killer...
Poka yoke. My new favourite process term. The other two are important, vital even, but poka yoke has to be paramount.
(If you jidoka without poka yoke, how long before a worker is hurt by a machine?)
1) Imagine every piece of data in your code is a component, a physical widget.
2) Imagine that component has mass proportional to its size as measured in 1's and 0's.
3) Imagine you have to have some person or some robot move it from place to place, maybe via a warehouse (hard disk somewhere).
4) Now question what you are doing and whether it is efficient.
Take the simple but common scenario of working with someone that knows Dropbox but not how to use FTP, e.g. a graphic designer. They upload their stuff to Dropbox, taking hours to do because they are on the slow end of an ADSL connection. They then send you the Dropbox link for you to then download and upload to the server for them. Now imagine all of those 1's and 0's have physical mass and have to move physical distances back and fore across the Atlantic.
This whole process is so not 'just in time' manufacturing ways of doing things.
Clearly this also goes on in your own code as well as with inane procedures needed to work with non-techies. Sometimes thinking data has physical mass helps you see whether what you are doing is efficient.
- http://www.gembapantarei.com/
- http://superfactory.typepad.com/
- http://www.leanblog.org/
- http://management.curiouscatblog.net/category/lean-thinking/