Já lá vão quase 14 anos...
O postal começa com uma pergunta:
"O que faz um operador de laboratório?"A resposta começa com um exemplo incompleto:
Ontem, ao fazer uma caminhada matinal de 8 km, para uma sessão de shinrin-yoku, às 7h11 já com 3 km estava aqui:
Shinrin-yoku pic.twitter.com/uO08fBMuwD— Carlos P da Cruz (@ccz1) April 19, 2020
Continuei a minha leitura de “The Lean Strategy” de Michael Ballé, Daniel Jones, Jacques Chaize, e Orest Fiume.
"Managers are expected to check and develop each person’s understanding of the following:
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1. Right and wrong from the customers’ point of view: What makes work meaningful is helping customers achieve what they want with our product or service. Therefore, the first step in knowing the job well is to clearly understand what the final customer considers to be a good or bad job and how this translates for one’s own immediate customer, the next person in the value chain.[Moi ici: Antes de "o quê", perceber e interiorizar o "porquê". Muito bom!!!]
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2. Seamless progression through a sequence of tasks: If you want to cook pasta with confidence, you have to know to first boil the water before putting the spaghetti in rather than dumping the pasta in water and then heating it—and you need to know this without having to ask the chef. Autonomy also means knowing what to do next once the pasta is cooked: should we add tomato sauce or basil and oil? Should Parmesan be added on the dish or brought separately to the table? Mastering work means understanding the breakdown of any task into separate work elements and knowing the right sequence." [Moi ici: OK, de certa forma esta é a resposta ao "O que faz?" e o que precisa de saber para o fazer]
Ou, de uma outra perspectiva:
"3. Knowing OK from not OK for each job element: The next part of being autonomous in any job is knowing the OK/not-OK judgment criteria for every task. This applies not only to making products but also to any creative work. For instance, with writing, one can ask: How compelling is the argument line? How clear is each paragraph? How simple is each sentence? Criteria should be shared without having to go and refer to a manager or inspector at every step. How long should you let the pasta cook? Cooking time won’t be the same for linguine and spaghetti. And does the customer prefer al dente or softer? [Moi ici: Isto é mais do que saber distinguir resultado OK de resultado NOK, é também saber quais as boas e más práticas em cada tarefa de um ensaio ou condições de um equipamento]
4. Understanding good or poor conditions of their work environment: Does everyone have all the information they need to do a good job? Are the tools working properly? Is the work environment uncluttered and functional? [Moi ici: Aqui recordo os meus tempos de estudar reologia no meu primeiro trabalho e o impacte da temperatura e humidade nos resultados] Is the work method clear? What are the good and bad safety habits at this station? And so on. Close work with employees in the work environment feeds into discussions on how to improve manufacturing engineering or software design to make work easier, and then on how to put together the product or service so that it is easier to get right the first time. Teaching employees to take control and ownership of their environment is also a mainstay of motivation and job satisfaction—as long as management helps them to do so.
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5. Being confident in addressing problems: Problems will always arise. That’s a fact of life. Being autonomous means being able to face problems serenely and attack them with confidence where others would freeze, put the problem aside, or try to work around it rather than face it. The first step in addressing a problem is to correct its impact immediately if at all possible—which often requires skill. Then, the next step is to check the necessary conditions for each work element to spot where the problem originated. This, again, requires knowledge as the person needs to know what the proper conditions should be in terms of information, training, quality of the materials, and so on. The basics of problem solving are observing, assessing which conditions are out of joint and how to bring them back to where they should be, . . . and then ask oneself why they went awry. And then why? And why?"
Ou seja:
"Quality issues start by asking the following:
1. Is there a standard at all?
2. Is the standard clear and well understood?
3. Are some aspects of the standard difficult to achieve (for instance, a standard for right-handers might be awkward for lefties)?
4. Is the standard just plain wrong in some situations?
5. Are there ideas to improve the standard?"
