Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Daniel T Jones
Starting Point
Hunger! A common language and way of thinking
www.leanuk.org
What is Important?
Strategic objectives their interrelationship and the significance of time
Understanding the dynamics of your organisation as a system deep causes of variation See the performance gaps that could be closed and actions to turn these into financial results
www.leanuk.org
What Problems?
Agree which gaps are most important Dialogue down the organisation to translate gaps into actions Give someone the end-to-end responsibility to gain agreement to act and to agree the resources Then to deselect the less important
www.leanuk.org
Which Actions?
First step is to create stability by addressing common cause variability Develop a visual hub to see deviations from plan root cause analysis escalation processes Gemba management
Develop and A3 plan for the subsequent countermeasures to get to the Future State
www.leanuk.org
Build Knowledge
Through well chosen controlled experiments creating examples Developing a mentoring infrastructure for A3 thinking
Capturing and sharing knowledge and experience communities of practice recognition - intranet
www.leanuk.org
Basic Title
TMS
Toyota Management System
TPS 1950
Lean introduced in
Western corporations
1990
2010 2
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Toyota Way
Show them, tell them, have them do it, and then praise them. Focus on people.
Principle of TOYOTA
Externalized Rule and Principle of Toyota in 2001 Preparation for more globalization
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2011 QV System, Inc. All rights reserved
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2011 QV System, Inc. All rights reserved
Output =
i=1
(Person)
x i
(Ability)
(Motivation)
n = Workers + Staff
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2011 QV System, Inc. All rights reserved
TDS
TMSS
TMS
Marketing Design
Production Design
Total
TPS
TMS (Toyota Management System) TDS (Toyota Development System) Total TPS (Total Toyota Production System) TMSS (Toyota Marketing & Sales System)
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2011 QV System, Inc. All rights reserved
TMS
Management System
Total TPS
Production System
Oobeya
TMSS TDS
Developmen t System Marketing & Sales System
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Focus
1-1-4. Decision making 1-1-5. Existence of key person 1-2-4. Standardization 1-2-5. Active atmosphere 1-3-4. Power of middle management 1-3-5. Adequate cost center
1. Corporate management
1-4-4. Commitment for target profit 1-4-5. Drastic cost reduction activity 1-5-4. Creation of ability for audit staff 1-5-5. Risk management 1-6-4. Countermeasure for daily customer expectation 1-6-5. Recognition from customer
1-5. Audit
1-6. Customers
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Rate of improvement
U Toyota
SA
Western
Problem Time
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Think
Western
Do
Think
Toyota
Do
Genchi Gembutsu
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Rules Principles
Toyota Culture Japanese Culture
Other Culture
Management
?
Western
Visualization
Tools
TMS Culture Self TDS New role Sustaining Total TPS Accountablity TMSS LfL Studio Working habit
New Working
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Expected Output
Expected Output
Metrics
Weight Cost Capital
Targ et 1 2 3 - 12 Targ et 1 2 3 - 12
Good Good
Prototype
All related members, Planning, Design, Production and Sales & Marketing
Issue Board
Potential Real Finish Record
Decomposition Area
Issue Board: Panel
Design Engineering
Production
New concept Drawing delay 3/5 Line A Improve Supplier select 4/3
Marketing
Team A
Team B
Team C
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2011 QV System, Inc. All rights reserved
Now
Improvement Improvement
(Product, (Product, Process Process and and Personnel Personnel development) development)
Decrease
Ideal
Increase
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Prius
Cost Body Chassis ---Under -10%
Chief Engineer
Corolla
CE
---
CE
Quality Delivery
DOK 90% 1st proto May 1
Platform Standardized committee New navigation system committee Cost Reduction Committee
-20%
DOK 80%
On time Dec 15
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Weekly Actions
Issue Board
Achievable Actual
4 5 6 7 8 9 10 11
Deliver Product
Actual
Achievable
Target
4 5 6 7 8 9 10 11
Cost
Achievable Actual Target
4 5 6 7 8 9 10 11
Suitable Target
Gap Current Status Only 3-5 focused metrics Clear and concise activity and action Only decision ready issues
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2011 QV System, Inc. All rights reserved
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2011 QV System, Inc. All rights reserved
LeanforLeadersImplementationTeam,2007
ProgramPlan
Program ToAchieve Target Function
Product Improvements
Quality
Metrics
Selected prioritized metrics Indication of current hot topics Clear indication with same format Connection with other board Update all results regularly Scenario chart for difficult issue DR in the project room Priority marks Connection with quickening action Virtual tools Forecasted line with scenario Arriving at 5why level
TeamProgressAudit
Progress Check Sheet: Oobeya/ Project room
Category 1 2 3
Indication of priority with green & red mark
Section: 4
Connection with Total R&D
Date: 5
Member's consistent check Consistently update with related documents IT based screen
ProgramMetrics
Target Actua l l
Total
Measurement Summary by Project Progress chart metrics Leader Attached suitable contents
Product
Objective, Target
Shared with all Break down to Logical link members sub-system and connection
Expected Output
Issues & Visualized with Shared with all Decomposition countermeasur drawing etc. members of critical part es are clear
Process Improvements
Quantity
Concurrent Schedule
Due date and At earlier milestone with phase, join all output / related Process member Improvement
Issue flow
Kind etiquette
Contents & From record, Select 2Spontaneous Potential issue Countermeasur issue moving issues are attitude for is proactively e are mutually for PDCA smooth activity solution capture kind process
TMSImplementation
Process
Target
Human-side
Meeting
Explain Kindly support effectively and leader & other efficiently member
Visualization
Display
Total Grade
TeamSupport
ICSkill Map
5levels
TMSImplementation Phased implementation Emphasizing TDS toolset Developing internal consultants (IC) Supporting teamand ICmaturity Achieveprogramtargets
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Occurrence prevention
Process 1
Process 2
Process 3
No defect
Process 4
No defect
Inspection
Delivery
No defect
No final inspection!!
Outflow prevention
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Target:
- Right on time - Right first time
Delivery
2. Education/ Training
Occurrence prevention
Knowledge management Multi-skilled engineer Supplier training
3. Standard Work
Design standards
4. Quality assurance
Sustain standard work Support improvement activity
6. Check sheet
Front page, Whole process Back sheet, a part or a process
Rem: Follow up later items is establish another file, GM checks w eekly.
Face
Engine Related
Final Order
Route: Design room -> Manage r ->each CE 2- copy for group Depart R Outside design request #: Design change #:
Document, Memo
CE agree
GM
Le ader
Estab lish
Pl ann ing D rawi ng C ha nge draw ing Outs ide des ig n R ec ogn ized d raw Othe rs
Cost
Estimated
Purchase, Fin st Plann in g Co
Weight
min
min
$ (+ -
Ou t si d e
g ) (+ %)
%) (
Y -N Y -N Y -N Final audit of dra w ing 1. No problem 2. No confirmation, but no problem 3. There is is sue, but go What is is sue?
Background, Objective
g e spec Common ali za Reduce we i ght Chan Rese arch Pe rf o rmance Prod uctivi ty So lu t ion o f Iss Service e f ficiency rs Ot he
Check VA, VE
I f i t nee ded , distri b ute t o prod uction enginee ri n g of e ach fact ory
Continue hi-speed Full throttle U/D Low sw eep U/D Total pattern Total temperature Low tempe rature Ex main temp. Long drive Hammering Stresses Resonance Dirt course Hi-speed reliability Heat test Body test CAE Stress
A nxious by change
Countermeasure
6.Coun te rmeasure
Prototype
1.Part s cost 2.M o ld 3.Total
Reflect to production
Weight
1.SOP pha se 2.Targ e t co st 3.Curren t 4.Supplier estimate
I f necessary in te rnally,
5.Gap
Copy
Plan ( / Item
)
M D M D
Plan ( Check
)
M D
6.Coun te rmeasure M D
Item
C onf irm with Ma teria l de p: rub ber, pla stic , pai nt Gene ral n ame of ma teria l( )
Check
En g ine er GY
N o g ues sin g i ssu e : + Gue ssi ng i ss ue : N o c oun term eas ure: -N ot a cce pt:
Ac cep tan ce f or F/R , F/F Pa rts l ist o f OBD (On -boa rd d iag nos is) Sa fe ty iss ue (FH , C ras h, OR, L eak ) In clu di ng a ll PPC ite ms
Ass emb ly an d s erv ic e(Li ne to ols , se rv ice man ual ) R ow ma teria l, p roce ss wi th pro d. En g & su ppl ier C onf irm gui del in e of pa rts f ittin g (In terna l E2-1 4) D rawi ng: p arts tabl e, req ues t, la bel C ha nge Dra win g: ol d pa rts, ov e rse a, Pa rts tab le: S af ety , reg ula tion , ma ker o ptio n Pa ttent:re que ste d (Y N), Fa ll f a ult (Y N Anal y ) D eli v ery lo cati on , cha nge ( Env i ronm en tal c ond itio n & in f lue nce Oi l, wate r & ga s tem pera ture, f ro ze n, f uel , etc )
Bl ank C on fi rma tion Engi nee ring ch eck she et Sa tisf i ed re qui red f un ctio ns by rel iab ili ty ma trix Ke ep dev e lop men t targe t by j usti fi cati on c he ck s hee t C on fi rme d by c ontro l de si gn i nf orma tion ma trix Im ple me nt D RBFM Pro hib ite d de sig n ch ang e, c onf irm ed b y rea l pa rts C on fl ict o f p arts, d is tanc e, sl ack , fa ste ned , sea l Ca ulk ing , weld , pre ss, i nse rt cho kin g
Roll out other model(Y N ), Inf luence o ther organization(Y N), informed(Y N ):
#1: Each engine & using area has template #2: Attach en gineering check sheet
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~ 6 months
1st DR
1 - 2 days
Toyota DR
Engineering Purchasing
Internal Meeting 1-hour
1-month
1st DR
Engineering
Purchasing
Internal Meeting 1-hour
2nd DR
2-hour
Leaders Production
Internal Meeting 1-hour
2-hour
Leaders Production
Internal Meeting 1-hour
Test
Internal Meeting 1-hour
Test
Internal Meeting 1-hour
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2011 QV System, Inc. All rights reserved
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2011 QV System, Inc. All rights reserved
Horizontal
- Organizational roll-out - Participation of all members
Vertical
1) Tool installation - Multi-skilled Worker -TLSC, Structured 5-Why - Oobeya - etc. 2) Management skill - Vision, Target setting - Decision-making - Leadership 29 - etc.
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Necessary Characteristics:
Technical strength Success in leading large projects Influence at the executive level Strong collaborative skills Real network within the organization
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2. IC exercises Kaizen with own team. 3. IC develops Kaizen Leader (KL) with support of QV&TEC. 4. KL develops own team / other team.
LfL Studio for Senior / Organization IC
1.
QVS & TEC
IC Target level 3 - 4
2. Own team
IC IC Team
1.5 days/mo
exercise
3.
Kaizen
QVS & TEC & IC
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SharePoint
IC Field Book: 250-p.
Function
Support
Introduction Guidebook: by IC
Team
Schedule
KGI
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Section: 4
Connection with Total R&D
Date: 5
Member's consistent check
Total
Objective, Target
Consistently Shared with all Break down to Logical link update with members sub-system and connection related documents IT based screen Forecasted line with scenario Arriving at 5why level
Expected Output
Issues & Visualized with Shared with all Decomposition countermeasur drawing etc. members of critical part es are clear Selected prioritized metrics Indication of current hot topics Clear indication with same format Connection with other board Update all results regularly Scenario chart for difficult issue DR in the project room
Quality
Metrics
Priority marks Connection with quickening action Virtual tools
Quantity
Due date and At earlier milestone with phase, join all output / Concurrent Schedule related Process member Improvement
Issue flow
Kind etiquette
Contents & From record, Select 2Spontaneous Potential issue Countermeasur issue moving issues are attitude for is proactively e are mutually for PDCA smooth activity solution capture kind process
Human-side
Meeting
Explain Kindly support effectively and leader & other efficiently member
Visualization
Display
Total Grade
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2011 QV System, Inc. All rights reserved
Basic Title
Lean for Leaders Masterclass Summer 2011 Takashi Tanaka Sharon Tanner
Basic Title Oobeya BasicsRole of the Leader Define targets Maintain time and content discipline Manage issue priority Check that activities are sufficient to meet targets Check member workload; balance as needed Ensure team participation, team skill
Basic Title Oobeya BasicsMember Role Deliver solutions Define activity and task to meet targets Report ahead-or-behind on targets Define and resolve issues in a kind way
Basic Title Oobeya Checklist Clear problem statement Target decomposition (external, internal) Roles/responsibilities defined and followed Problem-solving skills Kind approach/kind issue:
Clear, concise Constructive, contains analysis or recommendation