No Shared Goals First of all, in the round 1, we didn’t have a shared goal of what was our ultimate operational objective. I was in charge of the quality control, however, my operational objective was merely to finish my tasks: subjectively check the quality, record the number of deficits and time, leave some comments, and pass houses to the material handler. After the round 1, I realized that the quality ratio was one of the important metrics and I was responsible for the metrics. During the round 1, my manager ordered me to pass all houses to the material handler even if some of them had obvious deficits. If I knew the quality ratio was one of the important shared goals, I wouldn’t have passed deficit houses to the material handler.
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Most of the time, our manager sat in his chair, chatting with someone or watching his PC. He gave me no clear direction or encouragement to operate efficiently. On the other hand, some managers of other teams visited each function and well communicated with team members. I thought my manager didn’t add a value to our operation …show more content…
This is because we believed this concentric work place allowed us to work more efficiently. In particular, we supposed that speed of material handler would increase and manager would become much easier to supervise team members.
Shared Works Based on the team members’ voice about the bottleneck, we identified tow works that should be performed more than two persons. These works included base subassembly and final assembly. Since our team had two quality controllers, we decided each controller helped either of base subassembly or final assembly, and I supported base subassembly.
Customer Engagement Before starting the operation, we asked the manager to interview the customer in order to clarify customer preference and requirement. We should improve our works based on the customer voice, because we suffered from both of the number of sales and ratio of quality. In the round 2, the Manager was supposed to give periodic feedback to operators during the operation time, thereby improving operator’s quality of works. These feedbacks were based on customer’s voice during the
Most of the time, our manager sat in his chair, chatting with someone or watching his PC. He gave me no clear direction or encouragement to operate efficiently. On the other hand, some managers of other teams visited each function and well communicated with team members. I thought my manager didn’t add a value to our operation …show more content…
This is because we believed this concentric work place allowed us to work more efficiently. In particular, we supposed that speed of material handler would increase and manager would become much easier to supervise team members.
Shared Works Based on the team members’ voice about the bottleneck, we identified tow works that should be performed more than two persons. These works included base subassembly and final assembly. Since our team had two quality controllers, we decided each controller helped either of base subassembly or final assembly, and I supported base subassembly.
Customer Engagement Before starting the operation, we asked the manager to interview the customer in order to clarify customer preference and requirement. We should improve our works based on the customer voice, because we suffered from both of the number of sales and ratio of quality. In the round 2, the Manager was supposed to give periodic feedback to operators during the operation time, thereby improving operator’s quality of works. These feedbacks were based on customer’s voice during the