Supporting Production System Development through the Obeya Concept

Abstract

Manufacturing Industry as an important part of European and Swedish economy faces new challenges with the daily growing global competition. An enabler of overcoming these challenges is a rapid transforming to a value-based focus. Investment in innovation tools for production system development is a crucial part of that focus which helps the companies to rapidly adapt their production systems to new changes. Those changes can be categorized to incremental and radical ones. In this research we studied the Obeya concept as a supporting tool for production system development with both of those approaches. It came from Toyota production system and is a big meeting space which facilitates communication and data visualization for a project team. Four lean companies have been studied to find the role of such spaces in production development. Results indicate a great opportunity for improving those spaces and their application to radical changes in production development projects

Identifying Management Practices for Implementation of Obeya Rooms in Investment Projects in a Construction Stage

“…Simple measures, such as all participants standing up, encourage decisionmaking hastening since the degree of comfort is lost in some way (compared to traditional meetings where people are usually seated), which promotes agreements. In addition, greater collaboration and gathering of all decision makers in one place help make the cycles of continuous improvement -PDCA (Plan, Do, Check and Act) shorter and more efficient (Andersson and Bellgran 2009 cited in Javadi et al 2012). By applying the problem solving scientific method every day, workers develop autonomy (and confidence) to address problems and make the right decisions.…”

O BPMN E O Lean Na Padronzação E Melhoria Contínua Dos Processos: Uma Metodologia Aplicada Num Caso Prático

“…Após se elaborar uma análise de valor às atividades constituintes dos processos, as ferramentas Lean têm um grande potencial para auxiliar nesta redução/eliminação das atividades que não lhe acrescentam qualquer valor. De entre todas as ferramentas existentes, e pelas inúmeras vantagens que trazem para o mundo empresarial, destacam-se as seguintes: KANBAN (Lolli et al, 2016); "5 Why's" (Perry and Mehltretter, 2018); conceitos de ergonomia de trabalho com aumento de eficiência na produtividade (Alsaffar and Ketan, 2019); ANDON (Minh, Nguyen and Cuong, 2019); gestão visual através de quadros operacionais (Bateman, Philp and Warrender, 2016); dimensionamento de supermercados de abastecimento (Emde, 2017); conceitos sobre otimização de layouts, utilizando o spaghetti diagram (Senderská, Mareš and Václav, 2017); 5 S's (Boca, 2015); e ainda, o Obeya Room (Javadi, Shahbazi and Jackson, 2013).…”

A Systematic Approach for Improving the Software Management Process

“…In the company the layout of o±ces spread far out from one another reduced e±ciency, from a lean perspective. As a solution, for project follow-up and evaluation the cellularized software development team began using the OBEYA Room [Javadi et al (2013); Wastradowski (2017)]. The objective of using the communicationfacilitating OBEYA Big Room system was to bring into prominence simultaneous sharing of employee opinions and assessments on all issues.…”