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Arthur Byrne

Art Byrne: If a company is approaching lean as their strategy and implementing it aggressively [no dabbling allowed] and it thinks it can benefit from using Ringi

By Arthur Byrne, - Last updated: Sunday, December 23, 2012 - Save & Share - Leave a comment

Like most of the rest of you I never heard of Ringi before so I figured that I never used it. Then I looked up a definition, “a process where all those involved in implementing a decision have a say in making that decision in the first place”. Thinking of it that way, the way we always organized our kaizen teams more or less incorporated this approach. We always had value added operators from the area we were working in on the teams. We also had the leader or supervisor of that area on the team plus a member from maintenance and one from the tool room. We did this to make sure we had buy in for any changes and to make certain that those changes could be implemented quickly. I’m sure this is not exactly how the Japanese practice Ringi but it certainly addresses the same thing. To me what is really important is to remember is that the reason that you want to implement lean in the first place is to be able to deliver more value to your customers than your competitors can. This will allow you to gain market share and grow. Lean is therefore a business strategy and not just a bunch of tools that you pull off the shelf and use according to the problem de jour. If a company is approaching lean as their strategy and implementing it aggressively [no dabbling allowed] and it thinks it can benefit from using Ringi then go ahead and do it. Unfortunately, most companies are more “tool” orientated and you will probably see some who decide to pull out the Ringi tool and just use it. They won’t change anything else and will just count on Ringi doing some form of magic. They of course won’t get any results and this will give lean, the greatest strategic weapon ever, another black eye. Happy Holidays to one and all. Art.

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