25.11.2014 Views

MRM pg 1-5.pdf - Mabati Rolling Mills

MRM pg 1-5.pdf - Mabati Rolling Mills

MRM pg 1-5.pdf - Mabati Rolling Mills

SHOW MORE
SHOW LESS

You also want an ePaper? Increase the reach of your titles

YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.

Seeing the big picture in teamwork…<br />

Assume you are the manager of a<br />

company; a supervisor calls you and<br />

says he has a breakdown (A CONVEYOR<br />

CHAIN IS BROKEN), what do you do? Similarly, at<br />

home we encounter challenges, which require<br />

solving. These challenges might be, for example,<br />

financial, social or maintenance based.<br />

When confronted with a problem at your<br />

Gemba or at home the following questions do<br />

race in most peoples minds:<br />

What happened?<br />

What do we need to do here?<br />

Why did this happen?<br />

What is the cost of this happening always?<br />

What is the real problem?<br />

How do you solve the problem?<br />

How do you ensure that it does not happen<br />

again?<br />

The first three questions can be easily<br />

answered as follows by most people:<br />

The following could be the answers from<br />

most of the people.<br />

1. What happened? The operators have caused<br />

a breakdown because we did not provide<br />

transport.<br />

2. What do we need to do here? Have the<br />

machine started and give warning letters to<br />

the operator.<br />

3. Why did this happen? Because of sabotage.<br />

4. What is the cost of this happening always?<br />

The company loses on time, customer<br />

confidence, labor, and inventories, transport,<br />

etc.<br />

5. What is the real problem? Actually that is<br />

difficulty to answer.<br />

To seek out the cause problem you need<br />

more than yourself. No wonder the Creator<br />

formed more than one being. The above<br />

answers do not solve the problem, all the<br />

answers are but finger pointing answers to one<br />

another and not solving the root cause of the<br />

problem. When confronted with a problem at<br />

your Gemba or at home we need to find the<br />

answers to the above questions using ‘5Why<br />

analysis’ and ‘2H’ technique e.g. there is a<br />

breakdown in the plant:<br />

What happened? The conveyor chain is<br />

broken.<br />

Why did the conveyor chain break? There<br />

was lack of lubrication oil in the machine.<br />

Why wasn’t the machine lubricated?<br />

Lubrication of the machine is difficult to be<br />

done.<br />

Why is the lubrication of the machine<br />

difficult to be done? Lubrication point is<br />

difficult to locate.<br />

Why is the lubrication point difficult to<br />

locate? The lubrication point is not been<br />

marked.<br />

Why wasn’t the lubrication point marked?<br />

The painter painted the lubrication indicator<br />

arrow pointer.<br />

How do you solve this? A visual sign<br />

through color-coding be assigned to all the<br />

lubrication points of the conveyors.<br />

How do you ensure this does not happen<br />

again?<br />

Training to be done to the machine operators,<br />

painter and the rest of the team on the visual<br />

management.<br />

To realize our vision of being world class we<br />

work as a mechanical chain. A chain has many<br />

links together to form a chain everyone of us<br />

including you the reader is part of the chain.<br />

Hence you are a very important member of the<br />

team. Due to the breakdown of the chain in the<br />

plant all the other team players would not do<br />

a thing.<br />

TEAM MEANS:-<br />

T-Together<br />

E-Everybody<br />

A-Achieves<br />

M-Missions<br />

WORK MEANS:-<br />

W-Winning<br />

O-Organization<br />

R-Requires<br />

K-Kaizen<br />

(Continual Improvement)<br />

Every day has its challenges, do you perceive<br />

problems to be bigger than mountains and<br />

quit trying solutions? Similarly at home we<br />

encounter challenges, which require us solving.<br />

These challenges might be financial, social or<br />

maintenance based (iron box is not working)<br />

Where do you normally operate when faced<br />

with a challenge?<br />

Where do most people operate? Looks<br />

difficult, not possible due to:<br />

Fear of rejection due to failure or loss of<br />

status<br />

Lack of vision<br />

Rules are restrictive<br />

Lack of knowledge or skill<br />

Lack of resources.<br />

Easy to do is the ultimate comfort zone where<br />

ordinary leaders can achieve their goals and<br />

objectives withought much imagination and<br />

problems, due to the reasons stated above.<br />

We need to eliminate words like "its<br />

impossible", "I cannot do it", "Goals are not<br />

attainable", and this will prompt us towards<br />

realization of our Mission and Vision.<br />

Food for thought<br />

What would you do if you were not afraid?<br />

What would you do if you had all the resources<br />

needed and all constraints removed?<br />

Not possible<br />

Looks difficult<br />

Easy to do<br />

Do not miss the next issue, as we will focus on<br />

how to generate ideas towards creativity and<br />

innovations, problem solving and many more.<br />

Carol Soi<br />

STAFFCORNER<br />

Standard Chartered Marathon<br />

<strong>MRM</strong> Sponsored 30 athletes to the Standard Chartered Marathon on<br />

Sunday October 29, 2006 at the Nyayo Stadium for the half marathon,<br />

10km race. Twenty-five gents and four women completed the marathon<br />

the first person completing at position 365 out of 15,000 participants.<br />

M A B A T I N E W S 9

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!