Prabhu G

Both Jishuken , Kaizen originate from Japanese industry shop floor management practices which have become highly popular across the world. These are practiced across the manufacturing, industry, service sectors where mass/ shop-floor employees add value to the product / services. Among this Kaizen has become more of management practice, system and culture driving shop-floor engagement , involvement in industries , be it engineering sector, manufacturing sector or even service sector.
 
Kaizen -  By definition, it is any kind of “ Improvement” , be it be a big, medium, small. While small, medium improvements can be contributed any one in the organization, involvement of shop-floor employees gives significant impact. And it is easy and continually gives positive improvements when employees are constantly encouraged to give Kaizen ideas. By receiving Kaizen ideas, implementing them, rewarding and recognizing good Kaizen entries gives positive and perpetual culture en-grained in the company.
 
High impact-full, radical change Kaizens are called Kaikaku. Kaikaku are few , would take more time, resources in  implementation.
 
Jishuken – is specific action/ activity , especially by managers / senior managers at shopfloor in trying to understand , learn from shopfloor practices. Jishuken derives from Japanese statement “kanban houshiki bukachou jishu kenkyuukai” .This translates as “kanban system department & section manager autonomous study groups”. This was shortened to “jishuken” which is “self study”. Jishuken is often called “autonomous study groups” in English.
Jishuken is more like a “ Learning project activity “ undertaken by Managers/groups of managers  with specific deliverables , outcomes. It has systematic approach like PDCA cycle below.
Team member , Manager identification Team, group formation Defining each Manager role Objectives Schedule of shop-floor rounds Interaction of shop-floor people with specificity Capturing information in templates Presenting way forward actions While managers interacting with shop-floor employees, not only Managers would learn how actually things get done at shop-floor, but also would get Kaizen, suggestions from the employees which help in undertaking actions for improvements.
 
Top management normally expect that Managers undertake “ Jishuken” before any ideas, problems – solutions are presented  so that the solutions are effective and result oriented.
 
For example, a group of Production Manager, Engineering Manager, EHS manager have been tasked to improve productivity of section where manual activities are involved. When this group works as team and undertakes this task – it is a Jishuken. When this group visits shop-floor, not only they would gain more knowledge of shop-floor practices, they would be able to come with their own ideas of improvement. However significant result come when they interact with shop-floor  in understanding their operational issues. Eventually significant Kaizens would come from shop-floor employees in the form of various suggestions like any specific resource, mechanization requirements.

Project is an activity with purpose or end results achieved in definite period with start and end time with budgeted resources (money, manpower, material). Project Leader role is to ensure above objectives are met by leading diverse team having direct control, external teams, stake holders with little or no control over them. Managing and motivating the internal team having direct control is extremely important as they can influence the project outcome significantly.
 
In many organizations project team composition is diverse in nature, some are fixed in nature of doing such repeat projects. Some are picked-up from different functions, with in or out side organization. Some are even engaged for temporary period of time. Hence to ensure that team delivers the results, project leader need to play important role in constantly engaging and motivating the team. Motivation is large subject and there are many theories around it. However, for corporate, professional setting McClelland theory of Needs is apt one to relate and practice.
 
There are 3 needs as per McClelland theory as below.
Need for achievement – motivated by results
Need for Affiliation – motivated by inclusiveness, engagement
Need for power – motivated by delegation, control over
 
Project can be broadly divided into 3 buckets.
Planning (design)
Execution
Control (monitoring)
 
Based on background of project team members and their motivational needs, they can be assigned appropriate role in above phases of project. For example, team members having Need of achievement as motivation can be given task of project execution role. Project Controllers who monitor end-to-end project in resource allocation, driving collective performance. These get motivated by Need of power and above job would be suitable to them. Finally there are many team members either in back office, planning , design departments, who get motivated by constant engagement, appreciating them for impact they make to the project.
There could be transitions in the motivational needs yet times. One , especially Project Leader in above case, need to recognize this and make course correction in dealing with team.

ABC Life sciences has been approached by an innovator company to submit a quote for developing process from tech-pack stage to Gm level supplies with free issue of Raw materials, chemicals, reagents. As service cost going to depend on no. of head count and duration, group leader has been asked to give estimates in project timelines. Based on historic experience of such kind projects, the group leader indicates typical 12 weeks timeline. However, in case of many repeat experiments, quality not complying to the requirements, timeline can go up to 36 weeks. With right first experiments probability and everything going perfect, it can be completed in as low as 6 weeks.
 
Q. What project timelines should be committed by the ABC Life sciences as per 3-Point Estimation, PERT respectively?
 
A.3-Point Estimation, also known as Triangular Distribution is simple average of Optimistic, pessimistic and most likely estimate.  In above question,
Optimistic Estimate = 6 Weeks
Pessimistic Estimate  = 36 Weeks
Most Likely Estimate = 12 Weeks
3-Point Estimate value is = ( Oe + Pe + Me)/3 = ( 6+36+12)/3 = 18 Weeks
 
PERT also known as Beta Distribution, assumes higher weight-age to most likely estimated value.
PERT estimate value is = ( Oe + Pe + 4Me)/6 = ( 6+36+4x12)/6 = 15 Weeks
 
Therefore ABC Life sciences can indicate 15 Weeks as timelines if there is substantial experience of such projects. In case of group leader feels there is not much past experience, 18 weeks can be quoted.
 
Conclusion: 3- Point estimate gives 2/3rd of weight-age to Optimistic, Pessimistic estimates put together. Where as in PERT only 1/3rd weight-age is given to Optimistic, Pessimistic combined value. PERT would be better estimate in comparison to 3-point estimate when past data is available.