In the world of traffic, we have this concept called the “Right-of-way.” Inside a factory, we might have additional rules for the “Right-of-way.” Let’s take a look.
1️⃣ “Right-of-way” belongs to the material handlers
This was one of the first rules that I learned. To be clear, this does not mean that material handlers, forklifts or any other mode of transportation can override human beings. They need to stop. Safety is first; these material handlers must stop in circumstances that need attention, such as an intersection. I am not suggesting such a dangerous condition.
But once the material handler stops, who gets to go first?
In a typical factory, the pedestrians get the priority. This is the application of the traffic rules that we have in public. Yet, this causes an issue for material handlers. Their work fluctuates according to the pedestrian traffic. The worst example is a group of managers walking the plant and disturbing the material handlers. But material handlers are the “blood” of a factory. If they stop, they cause trouble to the operations.
Traditional thinking will add inventories and allowances for the material handlers with fluctuations. But such thinking will hide problems. They hide issues instead of material handlers becoming meaningful connections among processes and pacemakers. This is the opposite of what we want. This starts with giving the material handlers the lowest priority of the right-of-way in an organization.
I was trained to yield to the material handlers inside a factory. As we walk, we stop and yield to the material handlers. And the material handlers should stop and ensure the pedestrian has yielded. I was told not to become the fluctuation of the material handler.
One important note. We say that “transportation” is one type of the seven wastes. But that doesn’t mean the material handlers’ work is a waste. They have to do their work because the processes are designed that way. It is not material handlers’ fault. And since they have to do their work, why not give them some meaning? For example, they will handle Kanban, a signal of permissions to produce or transport. They function as necessary pacemakers. They function as real-time problem highlighters. All this is possible by giving the material handlers the “right-of-way” and respecting their standardized work.
The ideal solution is to separate such transportation routes from human walking paths.
2️⃣ “Right-of-way” of the workers
There is another critical “right-of-way,” which is to yield to the workers.
When do you conduct observations, such as time studies, where do you position yourself? Are you sure that location is not in the way of the worker? How about the other workers? The best position to observe might be in a conflict situation, such as someone’s work. But observation is work, too.
When we learn about observation, we always learn that the “right-of-way” belongs to the workers. We have to ensure we position ourselves so as not to interfere with the workers. This includes those workers around you. We don’t arrogantly tell the workers to yield to those who are observing. It sounds simple, but it is a way of respecting people.
Unfortunately, this is not the case in many places. Somehow, hierarchy or staff gets the “right-of-way.” Worse, they gather in groups and parade the shop floor. In Japan, such scenes are called “Daimyo-Gyouretsu.” During the Edo samurai era, when the Daimyo, feudal lords, traveled, they formed a parade and announced before. As the parade passes by, the public must stop and bow on the ground. Today, this “Daimyo-Gyoretsu” is a symbol of inefficiency and hierarchy. For example, many large hospitals in Japan are believed to practice such “parade,” where frontline doctors and nurses have to prioritize the head of hospital visit over the patients. I hope no such silliness exists outside Japanese hospitals, but on a smaller scale, it exists everywhere. One such thing is unclear “right-of-way.” Do we respect those who directly serve the customers or the internal hierarchy?
“Right-of-way.” Take a look. It will tell you a lot of stories.