Obeya

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Actually, "obeya" - sometimes also called Oobeya - is a Japanese word that simply means "big space". Obeya is a space set up to bring employees from their offices and cabins to a central location where they can meet, discuss important information and solve urgent problems. Obeya (Japanese for "large space") is a key element of visual management.

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In the course of developing products and processes, all those persons participating in management planing gather in a "large room" to accelerate communications and decision-making.... The aim is to cut down on "departmental thinking" and enhance techniques such as e-mail and online community work. Obeya can be seen as an instrument for improving organizational teams.

ss also ssiehe auch[edit].

In the course of developing products and processes, all those persons participating in management planing gather in a "large room" to accelerate communications and decision-making.... The aim is to cut down on "departmental thinking" and enhance techniques such as e-mail and online community work. Obeya can be seen as an instrument for improving organizational teams.

or Obeya war room of the lean company Lean Manufacturing Tools

obeya " is a term that you may want to include in your repertory, if you are a production organisation that strives for excellency - and not which production organisation it is. " There have been parallels between an Obeya and the deck of a vessel, or a battle space, and even a brains, but the simple definitions are much easier.

Technically obeya " - sometimes also called it "obeya " - is a typical term in Japan, which means just "big space". The Obeyas facility provides both a special room and timeframe for co-ordination and troubleshooting and is built to minimise organisational barrier, says Sam MacPherson, Managing Director of the Lean Leadership Academy. Visually managing is a buzzword where Obeya panels are usually covered with diagrams, spreadsheets and other information or communication that can be reviewed and implemented by members of the group.

In addition, he added that an Obeya is a collaboration area. MacPherson describes: "The end result: faster, more efficient responses. A neural system, then'obeya' is actually the system's brains. "Production firms like Timken, Toyota, Volvo Group and others are employing workers from Obeya as valued employees for their lean businesses.

Obeya is not a trial isle. Just put all your engineering staff in one big room is no Obeya, says MacPherson. Do you have visible managerial tool? Similarly, a room equipped with glazed walls and equipped with screens that display and rotate real-time information every 30 seconds is not considered an Obeya even if it is not regularly used to cooperate and administer the company.

At the other side there is the Timken Shiloh factory in Rutherfordton, N.C. Smack in the centre of this establishment is an obeya operation, although Timken refers to it as the operation centre or commando centre. The Timken Shiloh factory has been in a process of grace for about six years, an effort driven by the need for a company to counter the abrupt expansion of its high-precision product range.

Obeya is part of this major lease deployment and has been in use at the site for more than four years. Timken Honea Path's South Carolina facility introduced the Obeya approach early this year and both plants were trained by MacPherson's Leanership Academy. Shiloh Superintendent Robert Porter, when talking about obeya, quickly emphasizes that the inclusion of management, from the top to the top level managers, in the process of studying, interpreting and adhering to the lean principle was crucial to the subsequent successful outcome of targeted work.

Shiloh's Obeya goal - or top policy - is simple: Executives from all functions come to Obeya three days a day for a timetable to check the condition of the facility and take action if anything goes wrong. Obeya's are the ultimative optical manager. Heads of manufacturing record the necessary information in their zones, which is verified by the head of the group.

It is the group leader's responsibility to review the head of the team's mind and log the information in Obeya. The system generates synergies and "forces commitment on an on-the- hour base... the head of the group touches the user, the group manager touches the head of the group, and there is a question of control.

"Quickly - very quickly - I can see if I'm everywhere on track or, if I'm not on track, where I'm not on track and why I'm not on track," he says. Whereas in Obeya decisions, orientation and "Check your thinking" take place, Porter says that the aim is to keep the troubleshooting effort at the place of appearance, i.e. the gem.

What good did a comprehensive lease of life approach do Timken Shiloh? "We saw in Shiloh that they had strict process stewardship, guidance and rigor in terms of process delivery, so of course we wanted that to be the case with us," says Randy Dunn, factory director at Honea Path Timken.

No wonder Obeya is a Toyota main food. Toyota Industrial Equipment Manufacturing's Obeya method is aimed at bringing everyone "in the same way, row together, without wall or silo," says Scott Redelman, TIEM' Sr. Controller, Manufacturing and Transport. When we think of every single trial or every single individual - even within our four walls as a client - how do we then have the aggressive power and adrenalin, the feeling of need to respond quickly and merge to achieve this enhancement for the client," says Redelman.

Nor is it a question of introducing oneself to the leadership even though its members are present - as are executives and technical specialists. This can be a challenging task because the inherent tendency is to talk to the chief. "We are trying to do this by letting the managerial leadership take charge of the meeting," says Redelman.

" Meetings are most efficient, he added, "when executives and SMBs are assembled, talk to each other and the leadership has disappeared behind and only makes suggestions when needed or assists in prioritizing focuses to close the group. "Debates about Obeya and lean often stress the importance of the individual aspect, the need for an individual to engage in physical interaction with the information in order to take full advantage of an Obeya's promises.

There are many occasions during the session when someone writes by hand on someone else's chart...or erases an idea or opens a debate - so it's not a reporting session in itself, it's really a shift in day-to-day business with an epinephrine in it. "However, in many cases the factory floor staff are based at a central location.

What if the members of the project management group are distributed around the world, such as products engineering groups or distribution organisations? Then how do you use an Obeya efficiently? Look at the challenges the Volvo Group took up in 2010. Whilst the truck and bus maker has been using lease in its factories for many years, he began to implement lease in 2008 in terms of developing products and supporting features such as information technologies.

The company began introducing the Obeya approach to the same roles in 2010. "We were challenged for the first time by the need to adopt a lean practice, use adhesive notes...in a team that can be distributed across the globe," says Christophe Chauffrut of Volvo, who manages Volvo's graphical presentation to manage performances for our products as well as our supporting team.

" It was only this challenging situation that prompted the Volvo Group to consider a possible future electronic system. The French PSA Group (formerly PSA Peugeot Citro├źn) was facing similar problems when, in 2007, the multi-national car manufacturer began to extend its fleet system from production to other parts of the company. This included the Obeya trial, but encountered several limitations.

The two companies are facing up to their worldwide collaborative challenges with iObeya, a virtual signage solution that combines large, intuitive touch-screen display with paper-based stand-up sessions that are common within an Obeya. In addition, PSA was instrumental in the creation of iObeya, says Zal Pezhman, iObeya' s VP, General Manager.

In 2009, the automobile manufacturer turned to Kap IT, a supplier of IT solutions and service, to outline its challenges in creating streamlined to global distributed networks. PSA became iObeya's first client to validate "iObeya for lease and for large-scale industry use," says Pezhman.

It now has more than 10,000 concurrent end user in 31 nations using iObeya in many roles such as research and develop, technical, IT, HR and more, he added. iObeya' s solutions providers recognise that traditional Obeya mindset sets a barrier to the use of technologies, as the aim is to involve stakeholders proactively.

However, Pezhman described iObeya as "human-centered". "It takes people to interact to make it work," he says, "and it doesn't stop businesses from using the routines they've been working on to create a leaner one. About 700 internal team members use iObeya, and Chauffrut says the software's capabilities allow the user to track the "spirit" of leather in an electronics world.

"Chauffrut says the challange is not the tool." According to him, the real challenges are the introduction of human resources - empowering employees to learn how to apply human resources management techniques, and creating a cultural environment open to changes and solutions.

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