This time the theme is "Tacit Knowledge" and "Explicit Knowledge" Part 2. Converting tasks that involve experience and intuition, which are considered "tacit knowledge," into "explicit knowledge" is quite challenging. To share and resonate with new employees or new personnel regarding work procedures and nuances, it is essential to communicate clearly and effectively through text and video. It is not just about showing a manual; as mentioned last time, showing both good and bad examples can deepen the understanding of key points.

Hello, my name is Sasaki from NAO Small and Medium Enterprise Consulting Office. I have about ten years of experience in production technology, VA/VE, and on-site improvements with parts manufacturers at an automotive company. To leverage these experiences, I became independent before retirement. Currently, I am based in Hiroshima and primarily support problem-solving for companies in the Chugoku region. This column, "Improvement Time Machine," is a collaboration with my improvement partner, Mr. Kuwahara from Dispro Co., Ltd., where we share various insights we have noticed in different workplaces and think together with the readers. We analyze challenges that arise on-site using Timeprism, moving back and forth between the past and present, and brainstorm improvement ideas that connect to the future. In the previous installment, I discussed the use of "differential information" to promote improvements in manufacturing sites. As a realistic "difference," I highlighted the gap between fast and slow workers and the differences in movements on identical equipment. This time, I would like to talk about utilizing "differences" when there are no specific comparative subjects, as mentioned above. For more details, please visit the Japan Seiko Giken page.