There are a lot of different opportunities to measure. Our target is that the improvement created in our work should last for many years, and not only be a short initial payback. Therefore, we focus very much on installing the necessary infrastructure to maintain the new ways of working, for example daily management.
Visual management is one vital approach in the follow-up process. For example, the visualisation on Asaichi (morning meeting) boards, displaying safety, environment, quality, delivery, cost KPIs for each section. In our Jishuken projects we formulize the improvement targets very carefully after assessing the current situation. In this way, we can anticipate the results and follow carefully at the Jishuken obeya. In the end, you will see it in the financial results.