8. 8Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Stability
GOAL: Highest Quality, Lowest Cost, Shortest Lead Time
1. Stable Manufacturing Processes
2. 100% Quality Parts
Heijunka Standardized Work Kaizen
Just-in-Time Jidoka
Stop the line
and fix
the Problem
Separate man’s
work from
machine’s work
Continuous
Flow
Takt Time
Pull System
The Toyota House
Toyota
Production
System
(TPS)
9. 9Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Toyota Sensei
Sensei (先生) is a Japanese title used to
refer to or address teachers, professors,
masters, coaches, professionals such as
lawyers, doctors, politicians, clergyman
and other figures of authority.
The word Sensei is also used to show
respect to someone who has achieved a
certain level of mastery in an art form or
science or some other skill: accomplished
novelists, musicians, and artists for
example are addressed in this way.
The Japanese Sensei is a courtesy title for
a man of respected stature.
1987
10. 10Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
History of Toyota Production System – Lean Manufacturing
Professors Jones and Womack of Massachusetts Institute of Technology (MIT)
complete a 5 years study of the transportation industry and the effort documents
the benefits of TPS calling it “Lean Production”. The book is entitled The Machine
that Changed the World.
November 1991
Daniel T. JonesJames P. Womack
1991
21. 21Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
What is TPS – Toyota Production System?
Toyota Production System (TPS) is a practical expression of Toyota's people and
customer-oriented philosophy.
This is not a rigid company-imposed procedure but a set of principles that have
been proven in day-to-day practice over many years.
Many of these ideas have been adopted and imitated all over the world.
TPS has three desired outcomes:
To provide the customer with the highest quality vehicles, at lowest possible cost, in
a timely manner with the shortest possible lead times.
To provide Toyota employees with work satisfaction, job security and fair treatment.
It gives the company flexibility to respond to the market, achieve profit through cost
reduction activities and long-term prosperity.
24. 24Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Knowledge and Skills
To know, to understand the
meaning correctly and to be able
to teach
Lean Knowledge
Kanban, Pull system, Jidoka,
Supermarket, TPM, SMED, JIT,
Kaizen, STW, 5S, WCT, VSM,
Gemba, Takt Time, etc …
I know this!
Lean Skills
Be able to solve problems and
advance the organization by using
proper Lean Knowledge
Use Lean Knowledge to motivate
people, achieve results, reduce
costs, improve the operation and
address business needs
Can you Play a
Violin?
25. 25Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
How to Implement Lean
?
I know Lean
Engineering driven
Hobby driven
Knowledge Driven
Kanban
Leveled
schedule
Supermarket
SMED
PullTPMHeijunka
Jidoka
VSM
Business NEEDS driven
1. USE KPIs to understand your Current
Status
2. Set goals and objectives
3. Start solving problems
4. Check progress
and measure
results
B
A
True North
“So what ?“
5 S
PokaYoke
26. 26Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
How to Implement Lean
?
I know Lean
Engineering driven
Hobby driven
Knowledge Driven
Kanban
Leveled
schedule
Supermarket
SMED
PullTPMHeijunka
Jidoka
VSM
Business NEEDS driven
1. USE KPIs to understand your Current
Status
2. Set goals and objectives
3. Start solving problems
4. Check progress
and measure
results
B
A
True North
“So what ?“
5 S
PokaYoke
34. 35Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
TBP – Concrete Actions and Processes
1. Clarify the Problem
2. Break Down the Problem
3. Set a Target
4. Analyze the Root Cause
5. Develop Countermeasures
6. See Countermeasures
Through
7. Monitor both Results and
Progress
8. Standardize Successful
Process
P
C
D
A
Toyota
Business Practices
Toyota
Problem Solving
TOYOTA WAY
35. 36Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
• Customer First
• Always Confirm the Purpose of
Your Work
• Ownership and Responsibility
• Visualization
• Judgment Based on Facts
• Think and Act Persistently
• Speedy Action in a Timely Manner
• Follow Each Person with Sincerity
and Commitment
• Thorough Communication
• Involve All Stakeholders
TBP – Drive and Dedication
Toyota
Business Practices
Toyota
Problem Solving
TOYOTA WAY
36. 40Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
TBP – Toyota Business Practices
1. Clarify the Problem
2. Break Down the Problem
3. Set a Target
4. Analyze the Root Cause
5. Develop Countermeasures
6. See Countermeasures
Through
7. Monitor both Results and
Progress
8. Standardize Successful
Process
P
C
D
A
• Customer First
• Always Confirm the Purpose of
Your Work
• Ownership and Responsibility
• Visualization
• Judgment Based on Facts
• Think and Act Persistently
• Speedy Action in a Timely Manner
• Follow Each Person with Sincerity
and Commitment
• Thorough Communication
• Involve All Stakeholders
Drive and DedicationConcrete Actions and Processes
Toyota
Business Practices
Toyota
Problem Solving
TOYOTA WAY
39. 43Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
The Toyota Way
Continuous Improvement: Never being satisfied with the current situation, and
always pursuing the most practical and effective solutions.
Respect for People: fully doing our best for Toyota’s stakeholders by driving
corporate success through the development of our employees.
Break the stereotype that having a problem is trouble.
It is important to consider that any variation is hinting at a problem and recognize
it, no matter how small it may seem, we must work to solve all problems as if they
are big problems.
“No one has more trouble that the person who claims to have no trouble.”
(Having no problems is the biggest problem of all.)
by Taiichi Ohno
Toyota
Business Practices
Toyota
Problem Solving
TOYOTA WAY
40. 44Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
A Problem Solving “Culture”
Life in Manufacturing
(Operations) consists of
solving problems and
implementing solutions.
Accept a fact that you will have problems (deviation form norm) every
day or you as a manger will “Create” problems (challenges)
for your Organization
41. 45Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Lean Management System – Recommendations
Break the stereotype in your Organization that having a problem is trouble
Set very clear Targets, Goals, Objectives and Expectations for your Organization
and remained your people of them continuously
42. 46Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
TBP - Create a “Learning Organization”
1. Management directed initiatives – True North
2. Utilizing Problem Solving Methodology
3. Sustained through On-the-Job-Training
4. Achieved using rapid PDCA by all associates
2. PPS
(Practical Problem Solving)
1. Hoshin Kanri
(True North – Management Direction)
3. OJT
(On-the-Job-Training)
4. Rapid PDCA
(Plan-Do-Check-Act)
Toyota Way 2001
46. 50Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Lean Management System – Recommendations
Break the stereotype in your Organization that having a problem is trouble
Set very clear Targets, Goals, Objectives and Expectations for your Organization and
remained your people of them continuously
Stop looking at Lean Transformation as an extra activity on top of your daily work
47. 51Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Problems with Lean Transformation Activities
A common problem with Lean Transformation activities is that we look at this as:
An extra activity - something to do on top of my “Daily Work”
Middle management says – this is nice, but I have no time for this, I need to run my
operation, I have targets to meet
Operation people say – Lean is OK, but we have no input how things are improved
here, all these Experts are telling us what to do
Our biggest mistake is that we separate Daily Work from Lean Transformation – we
call them “Projects”
We look at these two activities as something completely different – they
continuously clash with each other.
We look at Lean Implementation as something that stops me from doing my daily
work. And that is wrong.
A key to our success is to make Lean Transformation as a part of our Daily Business
48. 52Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Lean Management System – Recommendations
Break the stereotype in your Organization that having a problem is trouble
Set very clear Targets, Goals, Objectives and Expectations for your Organization and
remained your people of them continuously
Stop looking at Lean Transformation as an extra activity on top of your daily work
Standardized you Problem Solving Methodology and start solving problems
?
I know Lean
Engineering driven
Hobby driven
Knowledge Driven
Kanban
Leveled
schedule
Supermarket
SMED
PullTPMHeijunka
Jidoka
VSM
Business NEEDS driven
1. USE KPIs to understand your
Current Status
2. Set goals and objectives
3. Start solving problems
4. Check progress
and measure
results
B
A
True North
“So what ?“
5 S
Poka Yoke
49. 53Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
TBP - Create a “Learning Organization”
1. Management directed initiatives – True North
2. Utilizing Problem Solving Methodology
3. Sustained through On-the-Job-Training
4. Achieved using rapid PDCA by all associates
2. PPS
(Practical Problem Solving)
1. Hoshin Kanri
(True North – Management Direction)
3. OJT
(On-the-Job-Training)
4. Rapid PDCA
(Plan-Do-Check-Act)
Toyota Way 2001
51. 55Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Who, What, Where, When,
Why and How
Clarify the Problem
Initial Problem Perception
(Large, vague, complicated problem)
The "Real" Problem
Locate Area /
Point of Cause
PoC
Direct Cause
Why ?
Cause
Cause
Cause
Cause
Countermeasure
Root Cause
Why ?
Why ?
Why ?
Why ?
Cause
Investigation
Grasp the
Situation
5 W hy ?
Investigation of
Root Cause
Basic Cause & Effect
Investigation
Grasp the
Situation
Cause
Investigation
Basic Cause & Effect
Investigation
Ask Why 5 times?
Investigation of Root
Cause
TPS - Practical Problem Solving Process
52. 56Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Lean Management System – Recommendations
Break the stereotype in your Organization that having a problem is trouble
Set very clear Targets, Goals, Objectives and Expectations for your Organization and
remained your people of them continuously
Stop looking at Lean Transformation as an extra activity on top of your daily work
Standardized you Problem Solving Methodology and start solving problems
Teach your Organization to start using A3 reporting format to monitor a progress
of your problem solving activities
53. 57Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
THEME Root cause analysis
BACKGROUND
Countermeasure
Problem identification
Monitor Results and Standarize
Target
CME Assessment Project
In June of 2016 we began working with Woodbridge Foam in Kitchener Ontario. Using the process as shown below we plan to
prioritize their business needs and build a foundation that will support the Woodbridge Production System (W.P.S.)
Method
prep teamnotin synch
with production
Too many changeovers
c/o timing not meeting
staffing availability
14.28 hours/day lostwaiting for setup
Tool prep not performed
Tools are not ready Tools are not ready
Tool prep not performed
Priority changes
schedule is not visual to
change over team
Multiple c/o occur at same
time
Too many changeovers
Multiple c/o occur at same
time
No instructions whento stop
Too many changeovers
Multiple c/o occur at
same time
timing of c/o's is random
c/o std timee is fixed at
45 mins.
no link betweenschedule
and changeovermanpower
jobs are overproduced
Rush job required
Root Cause:
No predictable and repeatable production plan
Prioritized assessmentareas of concern
1) O.E.E. (Productivity)
2) Warehouse inventorylevels (Safety)
3) Missedshipmentsto customers (Delivery)
The prioritized point of cause identified as waiting for setup.
Increasethe O.E.E. from 64% to 75% by year end
Create a stretch target of attaining80% to driveinnovation
#1
Establish predictable and repeatable production
plan by introduction of Pattern Production System
Planfor
EveryPart
CapacityPlan
Pattern Prod
Inventory
Requirements
Warehouse
Planning
ShopFloor
Control
Availability
Pattern
Breakingdownthe elementsof O.E.E.the availabilty
sectionisour largestelementof concern
Withinthe availabilitysectionwe selectedwaitingforsetupas
our targetarea of concernas labourshortage wascorrected
Waiting for setup hasfallenfrom #2 concernto #7
CL 69.6
78.4
UCL 84.5
94.6
LCL 54.6
62.2
49.65
54.65
59.65
64.65
69.65
74.65
79.65
84.65
89.65
94.65
99.65
Average
8-Aug-16 - 3-Oct-16
Weekly OEE Pattern Production
54. 58Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Title: Reduce Scratches in Assembly ( Leader: Mary )
1. Background
3. Target
4. Analysis
Shop: Device-K Assembly
Update: Dec. 15, 2010
Coach
Andy
Dec. 15, 10
Manager
5. Countermeasures and plan
6. Result & next challenge
- Device-K isour next main product!
- Increasein variety of mounting/ casing
types
- Quality isa key successfactor in
assembly aswell asin thechipprocess
Device-K Sales Plan by Product Ty pe
Sales
380% # of Major
Types
3 10
Device-K Sales Plan by Product Ty peDevice-K Sales Plan by Product Ty pe
Sales
380%
Sales
380% # of Major
Types
3 10
# of Major
Types
3 10
# of Major
Types
3 10
2. Current state (Based on November data)
Actual output
First Pass Rate(FPR)
target
Mp
Demand
Yield Ratetarget
Yield Rateactual FPR actual
Actual output
First Pass Rate(FPR)
target
Mp
Demand
Yield Ratetarget
Yield Rateactual FPR actual
First Pass Rate(FPR)
target
Mp
Demand
Yield Ratetarget
Yield Rateactual FPR actual
Mp
Demand
Yield Ratetarget
Yield Rateactual FPR actual
Scratches aremost often identified at inspection:
48%of assembly defects
End of November, 2008
Metrics Target Actual
Output
/Demand 100% 99.2%
Yield Rate 97% 85.2%
First Pass
Rate (FPR) 90% 65.1%
End of November, 2008
Metrics Target Actual
Output
/Demand 100% 99.2%
Yield Rate 97% 85.2%
First Pass
Rate (FPR) 90% 65.1%
Not improved in
thesethreemonths!
92%of defects werecaused
by Assembly !
Bad
chip
Assembly
defects
Bad Chip vs. Assembly Defects
Bad
chip
Assembly
defects
Bad
chip
Assembly
defects
Assembly
defects
Bad Chip vs. Assembly Defects
Most scratches are
repaired by re-polishing
= Waste!
re-polishing
NG:
Scratches
Inspection
About 20 sec. /p
(1) Z eroscratches!
(2) Reducemissed crimps of 12%
FPR = 90%
* Based on November data
4-2. Trial-1: On-lineinspection just after line#1
crimper
Exit of crimper On-lineinspection!
4-3. Second observation: types of scratches
Straight
28%
Rounded
70%
Others
2%
Fixing crimper head 4 alsoreduced missed crimp
defects.
Observed only in line#2 Next gosee-2
Observed in all lines Punch press?
4-4. Hypothesis &gosee-2: First stepof assembly line#2?
From punch
press Straight scratches areobserved here!
Entranceof line#2
Blade
spring
Small
pimple!
#
1
2
3
4
Action item
Fix crimper head
Dec. 5th 12th 19th 26th Jan.
Fix bladespring
On-lineinspection Trial Prep. 2-shift inspection
Responsibility Status
Done
Done
On
track
Mary &Jack
with Facility Team
Jimmy
Mgr. Assembly
Reduceinventories
between processes
Stopmachines alternatively
MaintainImplement VM
Team On
track
2nd week of Dec, 2008
Metrics Target Actual
Yield Rate 97% 95.0%
FPR 90% 90.2%
2nd week of Dec, 2008
Metrics Target Actual
Yield Rate 97% 95.0%
FPR 90% 90.2%
(1) Remaining Defects
1) Scratches(2%)
2) Missed crimp(1%) 3) Others
(2) “Why”after current countermeasures
1) Broken head – why?
2) Pimple– why?
#2
#3
#1
#2
#3
#1
#2
#3
#1
4-1. Hypothesis &gosee-1: Assembly line#2?
55. 59Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Using A3 Report to Solve Problems
1. Clarify the Problem
2. Break Down the Problem
3. Set a Target
4. Analyze the Root Cause
5. Develop Countermeasures
6. See Countermeasures Through
7. Monitor both Results and Progress
8. Standardize Successful Process
Who, What, Where,
When, Why and How
Clarify the Problem
Initial Problem Perception
(Large, vague, complicated problem)
The "Real" Problem
Locate Area /
Point of Cause
PoC
Direct Cause
Why ?
Cause
Cause
Cause
Cause
Countermeasure
Root Cause
Why ?
Why ?
Why ?
Why ?
Cause
Investigation
Grasp the
Situation
5 W hy ?
Investigation of
Root Cause
Basic Cause & Effect
Investigation
Grasp the
Situation
Cause
Investigation
Basic Cause &
Effect Investigation
Ask Why 5 times?
Investigation of
Root Cause
THEME Root cause analysis
BACKGROUND
Countermeasure
Problem identification
Monitor Results and Standarize
Target
CME Assessment Project
In June of 2016 we began working with Woodbridge Foam in Kitchener Ontario. Using the process as shown below we plan to
prioritize their business needs and build a foundation that will support the Woodbridge Production System (W.P.S.)
Method
prep teamnotin synch
with production
Too many changeovers
c/o timing not meeting
staffing availability
14.28 hours/day lostwaiting for setup
Tool prep not performed
Tools are not ready Tools are not ready
Tool prep not performed
Priority changes
schedule is not visual to
change over team
Multiple c/o occur at same
time
Too many changeovers
Multiple c/o occur at same
time
No instructions whento stop
Too many changeovers
Multiple c/o occur at
same time
timing ofc/o's is random
c/o std timee is fixed at
45 mins.
no link betweenschedule
and changeovermanpower
jobs are overproduced
Rush job required
Root Cause:
No predictable and repeatable production plan
Prioritized assessmentareas of concern
1) O.E.E. (Productivity)
2) Warehouse inventorylevels (Safety)
3) Missedshipmentsto customers (Delivery)
The prioritized point of cause identified as waiting for setup.
Increasethe O.E.E. from 64% to 75% by year end
Create a stretch target of attaining80% to driveinnovation
#1
Establish predictable and repeatable production
plan by introduction of Pattern Production System
Planfor
EveryPart
CapacityPlan
Pattern Prod
Inventory
Requirements
Warehouse
Planning
ShopFloor
Control
Availability
Pattern
Breakingdownthe elementsof O.E.E.the availabilty
sectionisour largestelementof concern
Withinthe availabilitysectionwe selectedwaitingforsetupas
our targetarea of concernas labourshortage wascorrected
Waiting for setup hasfallenfrom #2 concernto #7
CL 69.6
78.4
UCL 84.5
94.6
LCL 54.6
62.2
49.65
54.65
59.65
64.65
69.65
74.65
79.65
84.65
89.65
94.65
99.65
Average
8-Aug-16 - 3-Oct-16
Weekly OEE Pattern Production
57. 61Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Lean Management System – Recommendations
Break the stereotype in your Organization that having a problem is trouble
Set very clear Targets, Goals, Objectives and Expectations for your Organization and
remained your people of them continuously
Stop looking at Lean Transformation as an extra activity on top of your daily work
Standardized you Problem Solving Methodology and start solving problems
Teach your Organization to start using A3 reporting format to monitor a progress of
your problem solving activities
Train your Managers and Supervisors to become Problem Solving Mentors
(Coaches) – Subject Matters Experts (SME)
58. 62Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Toyota’s Philosophy – Manager’s Role
In a true TPS environment decision making process should be made at the lowest
possible level of the organization. Simple, effective solutions are the most effective
A manager’s or supervisor’s role consists of leading problem solving activities in a
multi-skilled, cross-functional team environment
Managers role is to make sure that for everything that we do there is a well defined
standard process
If something goes wrong, the first line of questions that Manager must ask are:
What went wrong?
What is acceptable and what is not acceptable?
Did we have a process for this particular situation?
Did we follow the process?
Was there a problem with the process or the problem occurred because we did not
follow the process they we should?
60. 64Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Leadership in a Lean Environment
Lean Leaders have to be quick studies, nimble, and trusting of their employees
Having deep skills and technological experience is not enough
Becoming a Leader, at any level, requires the development and utilization of strong
problem solving skills
Lean Leadership is exclusively about people – you do not lead machines or
processes, you lead people
61. 65Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Lean Management System – Recommendations
Break the stereotype in your Organization that having a problem is trouble
Set very clear Targets, Goals, Objectives and Expectations for your Organization and
remained your people of them continuously
Stop looking at Lean Transformation as an extra activity on top of your daily work
Standardized you Problem Solving Methodology and start solving problems
Teach your Organization to start using A3 reporting format to monitor a progress of
your problem solving activities
Train your Managers and Supervisors to become Problem Solving Mentors
(Coaches) – Subject Matters Experts (SME)
On-the-Job Training – get everybody involve in Lean Transformation by Solving
Problems using PPS methodology and Lean Tools and Methods
62. 66Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
TBP - Create a “Learning Organization”
1. Management directed initiatives – True North
2. Utilizing Problem Solving Methodology
3. Sustained through On-the-Job-Training
4. Achieved using rapid PDCA by all associates
2. PPS
(Practical Problem Solving)
1. Hoshin Kanri
(True North – Management Direction)
3. OJT
(On-the-Job-Training)
4. Rapid PDCA
(Plan-Do-Check-Act)
Toyota Way 2001
63. 67Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
A Quality Circle is a small group of 6 to 12 employees doing similar work who voluntarily
meet together on regularly basis (one hour per week, paid time) to identify improvements
and solve problems in their respective work areas
Quality Circle members are trained how to use techniques for analyzing and solving work
related problems, how to present their solutions to management and implement
continuous improvement ideas.
They used such statistical quality control techniques as Pareto diagrams, cause and effect
diagrams, control charts, flow charts …
Quality Circle meetings are lead by a Leader, usually an area Supervisor.
The concept of Quality Circle is primarily based upon recognition of the value of the worker
as a human being, as someone who willing to contribute to his job, his wisdom,
intelligence, experience, attitude and feelings.
The Quality Circle philosophy calls for a progressive attitude on the part of the
management and their willingness to make adjustments, if necessary, in their style and
culture
Quality Circles
64. 68Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Why Quality Circles? or Improvement Teams
Quality Circle Program structure:
A small group of three to twelve people
Meeting regularly for about an hour per week on paid time
Under the leadership of their own supervisor
To identify, analyze and solve problems in their work
Presenting solutions to management using A3 format
Implementing the solutions themselves
It creates conditions, environment and a structure to engage employees in
Continuous Improvement activities, Kaizen and Lean Transformation
Quality Circle implies the development of skills, capabilities, confidence and
creativity of the people through cumulative process of education, training, work
experience and participation.
66. 70Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Lean Management System – Recommendations
Break the stereotype in your Organization that having a problem is trouble
Set very clear Targets, Goals, Objectives and Expectations for your Organization and
remained your people of them continuously
Stop looking at Lean Transformation as an extra activity on top of your daily work
Standardized you Problem Solving Methodology and start solving problems
Teach your Organization to start using A3 reporting format to monitor a progress of
your problem solving activities
Train your Managers and Supervisors to become Problem Solving Mentors
(Coaches) – Subject Matters Experts (SME)
On-the-Job Training – get everybody involve in Lean Transformation by Solving
Problems using PPS methodology and Lean Tools and Methods
Create a Problem Solving “culture” in your Organization.
Stop looking at Problem Solving as a “Process”.
67. 71Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Leadership Style at Toyota
Your initial perception is – this is a very rigid and well disciplined environment
Nobody is late for work
People do what they were told to do
Things are working and nobody is in charge
Roles and responsibilities for all levels very clearly defined
Best practices for all (standardized work), goals, targets and objectives well defined
and known to all
Everybody knows what to do and they do it on regular basis
Everybody performs their duties (most of the time)
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Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Learning about Toyota’s Management Style
If you expect “bottom-up” - I will not find that
When you expect “top-down” - I will not find that either
You will find a dynamic system in which processes are almost always well-defined
and individual responsibility almost always clear
“Authority” is rarely an issue - emphasis is on “doing the right thing,” not
“establishing authority”
Senior management never tells you what to do – they ask for your opinion
If you are right – “this is a great idea”
If you are not right – “mhhmm maybe, did you think about this …”
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Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Managing at Toyota
Managers in Toyota never say “Yes” easily; they rarely even say, “Why not?”
In our companies managers are forced to explain why to their subordinates when
saying to them, “No, you can’t do that.”
At Toyota, the burden of proof is always on the subordinate, who must justify why
an action is necessary
At Toyota manager leads in a very different way:
by example
by being knowledgeable
by getting into the messy details
by questioning
by coaching
by building robust, sensible systems and processes that cascade responsibility
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Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Changing the World. One Kaizen at a time
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Marek Piatkowski
W3 Group Canada Inc.
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Marek.Piatkowski@rogers.com
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