Power Harada: Tune your team

1. Power Harada:Tune your team 2013 ASQ Denver Tools Symposium

2. Power it out • Why Use Harada • What is Harada • History of the Method • Getting Started Philosophy • 5 Forms Gemba Man!

3. Why Harada? • Supplement to a robust Lean/Six Sigma/Continuous Improvement/Process Improvement/Process Excellence/Guru of All Things/Quality Program • Employees doing the day to day work tasks have a deeper understanding and are the most qualified to do their work. • Strengthens the bond between the employee and the organization • Process success is a repeatable phenomenon; so is employee success!

4. Toyota Production System • The production system is based on two pillars: • Just-in-time manufacturing • Respect for people • Big companies=big production=big focus on processes • This leads to rigidity in the process • Decisions are often elevated to leadership

5. Harada method is a people management tool • The core essence of the Harada Method is enabling self-reliance • Why Do I Care? • Alignment of commitment • Achievement of goals • People wanting to be or do their best • Managers want to support their employees • Less waste of a resource • Everybody has to be an artisan

6. Traditional management vs.lean management • Traditional Managers say: “I trust you” • Lean Managers say: “What is the problem; What is the root cause of the problem; How do we know when the problem is solved; Let me know when you have solved the problem” • According to the Japan Management Association the Harada Method is the best technique for developing employees.

7. History of Harada • Middle school teacher in Osaka, Japan coaching track and field • Lowest performing school in the area (380 total comparable schools) • Developed the idea if there is a process to encourage these students to set their own goal for life and work, this would make them more self reliant, thus more engaged, involved, and motivated! One of these is Mr. Harada

8. Harada is based on 5 things • Premeditation • Personal Excellence • Goal Setting • Service • Self Reliance

9. 5 things=5 forms • There are 5 forms that create the structure in this tool: • Self reliance questionnaire • Long-term goal form • Open window 64 chart • Routine check sheet • Daily diary • Traditionally Japanese management focuses on the team aspect

10. Self reliance pop Quiz

11. Long Term Goals Form

12. Open window 64 chart • Place long term goal in the middle: • List the 8 activities that relate to the long term goal around them • For each of these 8 activities, brainstorm 8 ways to meet that goal.

13. Routine check list

14. Daily diary John’s daily diary

15. End of the sprint • The people development is the missing link in most companies: • This means no clear relationship between individual goals, career goals, and organizational goals. • Success of any type (either personal or professional) cannot not be attained unless individuals make an effort to attain it.

16. Questions & Comments? • If you Google “Harada Method” be warned there is also a disease and a surgery by this name! WOW!

17. References • Bodek, Norman. "Humanity and Harada." Industrial Engineer, February 45.2, 2013: 46:50. • Bodek, Norman, and David Fennig. "The Harada Method." Lean Management Journal, June Issue 5 Volume 2, 2012: 48:49. • CaffeinatedPDX. "Harada Method Webinar with Norman Bodek." youtube.com, December 5, 2013: http://www.youtube.com/watch?v=tg9UhtqCmmo. • Harada Education Institute. "The Harada Method: The Spirit of Self-Reliance." n.d. • Marathe, Shachi. "The Harada Method: Templates to Measure Long-term Goal Acheivement." www.isixsigma.com, August 2013: http://www.isixsigma.com/featured/the-harada-method-templates-to-measure-long-term-goal-achievement-part-2-of-2/.