Notesale: Turn your study into money

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Main Points :
Lean Principle – Identify and Remove Waste
1
...

2
...

3
...

4
...

Only Produce when Customer Wants
5
...

When flow is linked to pull gain become truly significant
Repeat this cycle to reduce waste
...
Know how business serves customer – Current value stream
2
...
Concentrating on right problem and
B
...
Using right resource
Working on Gemba & asking open and probing questions
3
...
Focus on Process as well as results –
Result not achieved change in process
If result achieved improve the process
5
...
Sustain improvement
Make improvement in standards

Lean Tools

Hoshin Kanri (Policy Deployment)





It is a method ensuring that strategic goals of company drive progress and action at every level
Eliminates the waste of
 Inconsistent direction
 Poor Communication
Strives to align every employee in same direction at same time

Implementing Hosin Kanri
1
...
Develop Tactics
Tactics are developed such that they can best achieve the goals laid by Top management
Catch ball technique – Back and forth movement of strategy and goals so that they are well
understood, shared and help in creating meaningful KPI
...


3
...
Working at site to create Results
...
Review and Adjust
Flow of info about progress & result , this creates closed loop
...
The Birth of lean Production
There are some possibilities to improve the production system … Eiji Toyoda
News ideas are a response to concrete problems
...

Craft Production:
Characteristics:
Workers and Machines were General purpose
...
e
...

Low Production volumes and High Production Cost
...

Quality was unpredictable – each product was essentially a prototype
...

Mass Production : by Henry ford and Fred Winslow Taylor
F
...
Taylor – Scientific Management
Craft production quality was dependent on worker expertise Taylor questioned that and try to identify Best
way of doing job based on scientific principle and invented Industrial Engineering
...
Based on separating planning and production
...
Process study done by Industrial engineers to identify best way of doing job , small repetitive cycle
which is to be followed by workers (Time and motion study)
...
Many of
Taylors principles paved basis for Lean Production System
...

Reduced cycle time—the time it takes for a given process
...

Measurement and analysis to continually improve the process (a prototype of the plan-do-check-act
cycle)
...
Rather, it was the thorough interchangeability of parts
and ease of assembly
...

Ford system identified Best way of doing job and Further Improved it through
1
...
Reducing part so easy assembly
3
...
Workers were treated as machine and noting
else
...

Machines: - Mass producing specialized machines of high value, In order to recover cost they run without
stopping them
...
Mentality was to move
the metal and make the numbers
...

Mass Production is not viable when we required – Wide range of low volume products with low investments
The Historic Bargain:
Strikes at Toyota lead to a agreement between Management and workers in which
1
...
Due to which worker which was earlier variable asset turned into fixed asset and getting
paid on seniority basis i
...
Cost is fixed and increasing so management tried to train
them in order to get more out of them
...
As workers job was secured
...
Change in relation made workers and management partners for Improvement
...

Identifying the problem and going to its root cause and then addressing it
...

Going forward Toyota also included their suppliers in the lean development process
...
Eiji
Toyoda concluded that mass production would not work in Japan
...
For example, the unavailability of capital
spurred the development of flexible, right-sized machinery, and quick changeovers
...


2
...
Our challenge
is to translate, tailor, and apply them to our particular situation
...

We need to Reduce Cost by attacking Cost factor and not by reducing other budgets (Like Safety and
Maintenance)
...

Involvement of Team members is only sustainable way for improvement
...


Systems and Systems Thinking
A system is an integrated series of parts with a clearly defined goal
...
Each part has Definable purpose
2
...
Part Interact with each other
To Understand the System we have to think in terms of parts as well as system
...

But our system models are just pictures
...
Which is difficult

The "Thinking Way" – Need to develop Rich Mental Model by self-awareness & Continuous
Practice – Deepen our thinking
Lean senseis (ones who have gone before) emphasize the "thinking way
...
But
how can we deepen our thinking? How can we develop richer mental models?[8]Through self-awareness and
endless practice
...
Hence, the do or path concept (which is
discussed further in Chapter 9)
...


Mental Models needs to change to Lean

Conventional

Toyota/Lean

Move the metal! Make your numbers!

Stop production—so that production never has to
stop! (Jidoka concept)

Make as much as you can
...

(Push system)

Make only what the customer has ordered
...
(Batch and queue)

Make things one at a time and move them quickly
through the system
...
(Not sure where they are
or of they're followed…)

We have simple, visual standards for all important
things
...

The rest of us do what we're told
...


Don't get caught holding the bag!

Make problems visible
...


Go and see for yourself
...
The tendency has been to cherry pick
activities—a smattering of 5S, a kaizen blitz, some TPM, which has failed to produce the desired results
...
At Toyota, by contrast, I found that

our efforts proceeded organically, guided by the question: What is the need?
We have to follow the Customer focus and align everything else to it
...




Each Activity is interconnected and continual reinforcement of core concepts is power of Toyota system
...
Otherwise, it's pure muda
...

Muda - is Waste /whatever Customer not willing to pay, Activity if you stop doing it won’t affect product
adversely
...
Work (Actual + Auxiliary) 2
...

2
...

4
...

6
...

8
...
Due to Flow constricted or Not pulled by Market Demand
Overproduction is a root cause of other kinds of muda:
 Motion: Workers are busy making things that nobody ordered
...

 Conveyance: Unneeded finished goods must be moved to storage warehouses
...

 Inventory: Overproduction creates unnecessary raw materials, parts, and WIP
...
But the lean system is much more than a scavenger hunt for
muda
...
For instance, we seek to create continuous flow so that the
customer can pull
...
We seek to
employ the techniques of visual management so that the out-of-standard condition is visible
...


Mura – Unevenness leading to strain
Muri – Hard to Do jobs – Poor Jobs design – Poor part fit
...


Summary
I have introduced the House of Lean Production around which the book is organized
...
Lean activities are interrelated and mutually supportive and are informed by the same way of
thinking
...
8: Muda, Mura, and Muri
The eight different kinds of muda or waste are discussed, as are the related concepts
of mura and muri
...
But lean production is more than a scavenger hunt
for muda
...


3
...






Men – No Firing
Machine Performance – TPM (No Breakdown)
Material – TQM, SRM (Defect free and on time material)
Method – Standardized Work
...

Lean Improvement Process –
1
...

3
...


Stabilize 4 M
Create and Reduce Flow to Single piece - reduce batch and queue length
...
It is clear image of desired condition
2
...
Good standards are simple, clear, visual
...

With Standards It is easy to see what should be happening
...

 Set in order
...

 Standardize
...

Sort:- Throw what is not required , Remove Just In Case
Red Tagging procedure: Define what you need to meet your production objectives and clear out everything
else
...
Draw what is Map vs What Could be Map Compare both maps for Issues, Workers Comments, and Counter
Measures
...
Do the Reality Check in open Space by using Template so as to check any unpleasant surprises or
improvement opportunity




Organize Machines, Tools, Storage Shelve so as to Minimize the Motion
Space mapping & Color Coding
Where – Map Location, What – Name of Equipment, How Many - Quantity
Visual System
1
...

3
...


Visual indicator
...

Visual signal
...

Visual control
...

Guarantee
...


Shine and Inspect:- Clean and Inspect





Target Defined
Method Defined
Responsibilities Defined
Inspect Procedure Defined




Root Cause identification and Stopping
It also mean production Guy Inspect Condition of machine and check minor changes in sound,
smell, vibration, temperature, or other telltale signs
...


Standardize: - S1 to S3 standardize and Standards for our work method
5 S Score Cards, Five Minute End of the Shift 5S, Hand over their work area in a good Condition
to next shift
...

Stage 2: Preventive maintenance (some proactive planning and troubleshooting)
...


Involve all in maintenance activity
...

Key Measures: OEE, MTTR, MTBF, Identify Hot Spot and support them with Manual Process and Buffer

Stock
...

OEE – Availability/Downtime, Performance/Speed, Quality/Defects
Six Big Losses:
Downtime: 1
...
Start Up
Speed: 1
...
Reduced Speed
Defects: 1
...
Reduced Yields

we should organize our maintenance activities around the life cycle of the equipment, which typically
follows the so-called bathtub curve shown in Figure 3
...


Figure 3
...

Minor stoppage means function reduction
...
g
...

Hidden failure means a condition that may lead to a minor failure (e
...
, loose nuts and bolts, lubricant
breakdown, warping, or stretching)
...

Prevent Breakdown & Improve understanding of our equipment
...
OEE and Life of Machine Improvement
...
Increase Capability of Machine
...
Increase respect for our Team
...
7: TPM Stages

Summary
5S and TPM are two keys to achieving production stability
...
Visual management means managing by
exceptions
...

5S naturally leads to TPM, through which production team members become involved in basic maintenance
activities
...
The Machine Loss Pyramid concept highlights
the importance of the identifying hidden and minor losses early on
...


4
...
At Toyota I came to understand that:
 There is no one best way to do the work
...

 The purpose of standardized work is to provide a basis for improvement
...
There is a single best way (and the engineers will find it)
...
Workers are not involved in designing the work or making improvements
...
Standards rarely change (and only the experts can change them)
...
Out output Expectation and 2
...
e
...

Small Machines vs Big Specialized Machine – Cheaper, Robust, Easy to Stop and add as cheaper
...
We need to develop people centric
process that flow smoothly and safely
...

Benefits of Standardized Work:
1
...
Clear Start and finish point
3
...
Help in auditing & Problem solving
5
...
Help as Training material
Standardized work can be followed if we have stability of resources i
...
4 M
5S, TPM – Machine, JIDOKA – Quality and Material, JIT – Part Shortage
...
Takt Time – is Demand frequency / how frequently we must produce a product
...
Work Sequence – is the order in which work is done
3
...

Defining WIP make abnormalities Obvious (Make Excess Stock Visible)
At Toyota, the people-focus and visual nature of standardized work make it a powerful tool for safety and
ergonomics
...

Chart / Tools used to define Standardized Work
1
...
- Bottle neck Identification
2
...
Standardized work analysis chart


Work layout



Process steps and times



Critical quality and safety items



Standardized WIP Stock

4
...



Actions making up the job elements



Rationale



Pictures and photos highlighting key points



Revision records

5
...
e
...

Align Cycle Time to Takt Time so One Piece flow is established and Remove Muda, Mura, Muri
...

Standardized work increased Labor density by increasing amount of value added work in each
process
...


5
...
Anything
else entails muda
...
[2] A master schedule is made based on projected demand
...
Because changeover times are long, large batches are common
...
Parts shortages are not uncommon and "just-in-case"
supplies are kept to protect against them
...
The large facilities and batches isolate workers and hinder
communication
...

Variability Reduce Performance and Increases Inventory Eat Capacity and Time
...

The Law of Variability Buffering: Variability in a production system will be buffered by some
combination of inventory, capacity and time
...
[7]
1
...
– Customer Pull
2
...
– Level demand
3
...

4
...
Flexible Machines
Continuous Flow
How can we make things flow? Here is a good way to start:[11]
1
...

2
...

3
...


Most managers imagine that goods and services move through the system and that good management comprises
minimizing variations in the performance of the complex system
...

Relation of Flow and Muda : Muda is usually a symptom of obstacles to flow
...

JIT – Knowing What is asked by customer by Kanban and only providing What is asked not excess by Production
leveling as it Removes Bottle necks, Stable process and less change over time Reduce requirement of Excess
Inventory
...

There are two kinds of kanban:
 Production kanban, which specifies the kind and quantity of product that the upstream process
(supplier) must produce
...

Kanban Metaphors
The gear metaphor is especially powerful
...
Similarly, kanbans synchronize disparate production processes with the "pacemaker
...

Toyota have production plan which is annual, monthly for capacity, person, and parts required
...


Pacemaker Process
The pacemaker is the point of connection with the customer, the process at which production is scheduled
...


Visibility: Few Kanban – No need to production, More Kanban – Need to Increase Production
...


The Six Kanban Rules
1
...

3
...

5
...


Never ship defective items
The customer withdraws only what is needed
Produce only the quantity withdrawn by the customer
Level production
Use kanban to fine-tune production
Stabilize and strengthen the process

We cannot satisfy rules 1 to 5 without robust processes
...
We seek to continually reduce muda, mura, and muri by:
 Implementing poka-yokes to detect errors that might lead to defects
...

 Rationalizing layouts so that, for example, processes are U-shaped and team members can check the
whole process
...

Advantages of producing in smaller lots and withdrawing consistent increments of work
...

2
...

4
...

 Fixed quantity and variable time conveyance
...
Also it increases inventory, Quality,
unevenness in production
...

Understanding Customer Demand
1
...
Product Mix – high and low selling products
...
Coefficient of Variation

High Volume, High Frequency 

Runners

Medium Volume, Medium Frequency 

Cell Manufacturing

Low Volume, Low Frequency 

Make to Order

Production levelling – Distribute Product Volume and Mix Evenly
A

B

A B A B

Short Lead Times
less FG and WIP inventories
Less Strain to Workers

Responding to Changes in Customer Demand
1
...
Produce by overtime – For Small Changes
b
...
Hold Inventory – For Small changes
...
We hold FG and WIP inventory to cater customer target is to reduce this by
improving process capability
...
low , lead time long in this case FIFO is followed , Small parts are Stored in
Store and Large parts are not Stored Made to Order by pace maker
...
- Expensive Car lines
...


Summary
JIT means producing the right part in the right quantity at the right time
...
JIT supports quick response to customers, a better sense
of takt time, and abnormality control
...
I
have described the six kanban rules and the three types of pull systems
...
Both fixed time and fixed quantity conveyance is possible
...


6
...

"Automation with a human mind" and implies intelligent workers and machines identifying errors and taking
quick countermeasures
...

Jidoka means making defect-free processes by continually strengthening:
 Process capability
...
Defects are quickly identified and contained in the zone
...
So that quick countermeasures can be taken
...


SPC tells us that how many defects we will product and it misses the point
...

Shingo also observed that SPC: (Problems of SPC)
 Alienates production managers, supervisors, and workers who were responsible for quality
...

Why not zero defects? Asked Shingo
...

Current Status: Error Created  Error Found
Proposed Status: Error Created (Source Inspection 100%) Error Found (Poka Yoke)
Our Goal is to Move Poka Yoke Close to Source and in Finally Source itself
...

High defect rates lead to frequent line stoppages, which make flow and pull impossible
...
Productivity implodes; lead times and costs balloon
...

But the errors needn't turn into defects
...

There is another method
...


Poka-yoke
Poka-yoke means implementing simple low-cost devices that either detect abnormal situations before they occur, or
once they occur, stop the line to prevent defects
Error – Which are impossible to Avoid and
Defects – Which can be Entirely Eliminated

Let there be Error but no Defects
Poka-yokes reduce a worker's physical and mental burden by eliminating the need to constantly check for the
common errors that lead to defects
...

 High reliability
...

 Designed for workplace conditions
...


Inspection Systems and Zone Control
Accounting, Overlapping Responsibility to create Redundant Control  Zone Control
Types
Judgement (Defect)
Informative (Defect)
Inspection
Source (Error)

Sub types

Description
OK and Not OK Sorting No Feedback so no improvement
OK and Not OK with Feedback , Check by Self or Successive
100% inspection of Priority Process
Vertical
Back trace to Source Department
Horizontal Trace Within Team as Source of Error is in Team

Using Poka-Yokes
An effective poka-yoke:
 Inspects 100 percent of the items
...

Source inspections (error prevention) are the most powerful poka-yoke
...


Two Types of Action
1
...

2
...


Three Paths to Poka-yoke
Sr
...


Poka-yoke Detection Methods
Contact Sensors




Limit switch and micro switch
Differential transformer
Touch switch

Noncontact Methods






Photoelectric devices
Metal passage detectors
Temperature
Pressure
Electric current fluctuations

Implementing Jidoka
To continually improve quality, we need a long-term jidoka strategy
...

So we need to Involve Team and Train them
...


Annual Jidoka Strategy and Goals
Jidoka as part of annual Strategy , Goals should be




Employees Trained
Process Targeted
Employees involved

Future direction:
Define Capability and Containment level for Each process  Score & Rating can be Done for
Each Process say Gold, Silver , Bronze
...
The Average Team member can assess a given
process and develop improvement activities
...


Summary
The jidoka concept was invented by Sakichi Toyoda and developed and extended by Shigeo Shingo
...
Jidoka requires a
fundamental rethinking of quality management, away from statistical quality control, and toward 100
percent inspection and poka-yoke
...
Team members are the best source of poka-yokes
...
Future directions are suggested for jidoka development
...

Involvement should be managed as intensely as production and quality
...


All Hands on Deck
Small problems are faced by the front line members where actual work gets done so they can only
identify them so involve them and these small problems gets added to big problems
...

How to Involve Workers?
Worker involvement requires mutual respect and hassle-free systems
...


Activities Supporting Involvement
5S, TPM, and standardized work are all important involvement channels




Kaizen circle activity
...

Suggestion programs
...
We will never be short of problems
...


Kaizen Circle Activity
KCA confers great benefits
...
Strengthens team members' ability to:
 Work as part of a team
...

 Think clearly and logically
...

2
...
Team members feel good knowing they have contributed to the
company's success
...

3
...
"
Role
Circle Member

Facilitator

Advisor

Circle Trainer

Manager

Responsibilities
Attend meetings
Contribute ideas
Choose and analyze problem
Recommend and implement solutions
Make presentations
Attend training
Guide team members through problem-solving process
Attend circle meetings
Complete and submit KCA meeting records
Attend training
Provide technical or administrative advice as required
Attend circle meetings
Help coordinate presentations to management
Develop and conduct training
Attend circle meetings if requested
Provide problem-solving training if requested
Collect meeting records and report to management
Encourages circle formation and involvement
Periodically checks circle progress and offers suggestions
Approves recommendations
Attends presentations

KCA Training Required to Workers





Administrative skills
Brainstorming
Problem solving
Presentation skills

KCA Administration
KCA requires a control department to promote and administer it
...

Registering new circles
...

Reporting macro KCA results and trends
...


KCA Promotion





Report boards
Plant wide circle competitions
Interplant circle competitions

Role of the Manager – Communicate, Check , Support , Promote , Thank
Daily communication with team members about the company's critical issues and problems
in their area and about management's expectation of KCA around important themes
In addition, managers must:
 Consider how to increase KCA in their areas
...

 Personally check with circle members
...

 Actively support circles that are having trouble with ideas and offer advice to ensure each circle
achieves something concrete
...


Practical Kaizen Training
Practical kaizen training (PKT) is an intense weeklong activity whose objective is:[9]
 Team member and supervisor training
...

PKT participants should make physical changes
PKT training should address:
 Muda
...

 Kaizen
...


Key Factors for PKT Success
Communication:Communication with workers and supervisors of all shifts is essential for PKT success
Grasping the Situation: PKT members must grasp what is actually happening
Problem Solving
PKT members must be scientists rigorously confirming every action by using the PDCA cycle
...
At Toyota I came to understand a peculiar thing: We do not
teach the scientific method well in school
...
[11]

Role of the Supervisor – Key Role
Kaizen leadership has four levels:
 Level 1
...

 Level 2
...

 Level 3
...

 Level 4
...

Knowing how to ask questions is an important skill
...

Rather, he guides the student toward self-discovery
...







Hassle-free process
...

Fairness—no one group should have unfair access to rewards
...

Rewards for both extrinsic and intrinsic motivation
...
Management must create a
nurturing soil by living values such as:
 Openness
...

 Teamwork
...

 Training
...
Here are
some concrete activities that they can support:




"What bugs me" boards, also known as suggestion seed boards, in work areas
...

Seed books in team-member meeting areas
...


Quantity First—Then Quality When we have achieved volume, then we can focus on quality
...
KCA targets
might include:
 KCA outcome targets
...




KCA process targets
...


Involvement has to be managed
...
Involvement develops the capability of our team
members and improves our prospects for long-term success
...
Supervisors and managers play the key role in sustaining
involvement
...
There should be an annual culture hoshin to support and sustain involvement
...


Chapter 8: Hoshin Planning
Step by step, walk the thousand-mile road
...
There are two kinds of ingenuity: technical and social
...
The constraint is not technology but governance
...


What Is Planning?
Planning means answering two questions:
 Where are we going?
 How do we get there?
There are four kinds of planning in the modern organization:
 Operational
...
How will we spend our budget?
 Project
...
Where are we going and how do we get there?
In this chapter we will focus on strategic planning
...

Effective planning compels us to take stock of our strengths and weaknesses and to take countermeasures
...
We can never
sit on our laurels
...
Concept is
ineffectual unless our planning system recognizes and applies the learning
...

Goals are set arbitrarily with no clear link to need, means, or feasibility
...

Wrong goals
...
[5]
Planned activities are not regularly reviewed; disconnect in time
...

Planning is regarded as an event, rather than as an ongoing process
...

Data is overanalyzed
...

Inadequate communication between and within departments; horizontal and vertical alignment
disconnect
...


Planning problems, in summary, are largely caused by disconnects:
 Horizontal (within departments)
...

 Temporal (in time)
...


How Do We Create Flow?
Most organizations have an abundance of energy and talent
...
We seek to
create flow of knowledge, experience, and creativity in our organization
...
But how?

Hoshin Planning - Strategic policy deployment
the short-term (one year) and long-term (three to five year) process used to identify and address critical
business needs and develop the capability of our people, achieved by aligning company resources at all
levels and applying the PDCA cycle to consistently achieve critical results
...


Focus of Hoshin Planning
Hoshin planning targets the critical few problems, which are the key to improvement
...


Routine Work and Improvement Work
Hoshin planning keeps improvement work on the radar screen
...

Without improvement work, we'll keep getting the results we've always gotten
...
[11]
 Focus on objectives and process
...

 Nemawashi
...

 People focus
...

Lean Implementation Fail because we focus on too many things
...

Nemawashi
...

Control department concept
...
Practiced by senior management
...
Practiced by operating managers
...

PDCA Creates a Community of Scientists

PDCA Create Thinking Workforce
...


Normally organization try not to involve team members in planning process
...
I
...
means to goals
In Hoshin Planning we need to involve Team on the mean as well as end
...

Good leader knows the capability of team member and assign task which are just beyond his capability
...
Appreciation of Team creates alignment
...

This elegant word means "to prepare a tree for transplanting" and connotes the process of consensus building
that creates alignment
...
Planning,
therefore, usually takes longer, but implementation is quicker and more effective
...

Be affected by the plan
...

Be able to improve the plan
...
But there will be no unpleasant
surprises when you present your plan to senior management
...
Nor does it mean that we
must all agree before a hoshin is implemented
...
But consensus does
mean that I will support the decision of the group
...


Catch ball – Linking Vision to Daily Activity of Shop floor – Alignment of Organization
...

The catch ball seeks to link the vision of the officers and the daily activities of shop floor team members
...

Vision   Hoshin Planning   Activities
Officer   Sr
...


The Control Department Concept
Control Department for Focus will co-ordinate cross functional activities
...


Control Department help breaking Silos of Organization
...
This includes:
 Leading the hoshin planning process for quality
...

 Applying PDCA at the micro and annual level to confirm success
...


A3 Thinking
Single page Standard Format can be presented within 10 min
...

A3 is not about report, Its purpose is to gain shared understanding of important issue so we can solve problems
and get results
...
Using PDCA at all levels of organization can solve their Problems
...

Gap Analysis  Why Why Analysis  Pareto  Action Plan
...

Not defining the gap; initiating activity without understanding what you're trying to improve, or by how
much,
Superficial causal analysis
Not prioritizing causes, or prioritizing without data
Actions don't address the most important causes It's hard work and there is no substitute for practice
...

 Hoshin deployment
...

 Final evaluation
...
Goals address both processes and
outcomes and are usually developed by senior management in consultation with their subordinates
...


Hoshin Deployment
Establishing lower-level goals and plans, both within and across departments, through nemawashi and catch
ball
...

Subordinates should not accept the leader's hoshin without question
...
What do you think?"
"We don't think this goal is achievable for these reasons
...
"

Through such dialogue the leader and the team develop the shared understanding that will sustain them
...
Indeed, the group may set a target higher than that set by the leader
...


Output of Hoshin Deployment




Affinity Diagram
Tree Diagram
A3 Strategic plan

Develop Affinity and Tree Diagram with only 5 branches, a common mistake is to take on too much
...


Hoshin Implementation
PDCA + Periodic Reviews

Hoshin Evaluation
Year End Assessment of process and outcome goals, If Achieved ask 5 Whys , If Not Achieved Ask 5 Whys
Thing gone Right and Things on Wrong
...
9: Affinity Diagram Sample

Figure 8
...
11: Red Wings Strategic Plan

Chapter 9: The Culture of Lean Production
Intensity is the soul of lean production, and team members are its heart
...

HR has to address difficult questions:








What qualities do we seek in our team members?
How do we recruit such people?
How do we train and develop them?
How do we retain them?
How do we motivate them?
Through what activities do we involve them?
How will we measure each of these parameters?

HR is the control department for core goals including:
 Health and safety
...

 Culture
...


What Is Lean Culture?
What is organizational culture? In my experience it is:
 The day-to-day experience of our team members
...

Day-to-day experience and behavior in each includes the following:
1
...

2
...

3
...

4
...

5
...

6
...

7
...

1
...





A manager's job is to practice and teach PDCA
...

PDCA thinking must inform all our activities from day-to-day kaizen, to problem solving, to
strategic planning

PDCA is deceptively simple
...


Grasping the Situation (GTS)
GTS is a continuous activity that informs each PDCA step
...

 The key parts of the big picture that need to be deeply investigated
...

 What should be happening
...

 How the issue relates to the values and goals of the organization
...

GTS  informs  PDCA



GTS is an active process that requires nemawashi and going to see the actual condition
...


Plan
To plan we must determine:
 Where do we want to go?
 How do we get there?
Plan consists of 3 Parts
 1
...
Measurement plan –SMART GOALS, easy Measurement System, Visual Management
...
Contingency Plan

Do
Pilot Testing and Not just do it philosophy
...


Check
Check also means confirm
...

 What to check
...

 How frequently to check
...


Sound measurement facilitates checking by making problems immediately obvious
...
A
good metaphor is football
...

 Process: first downs, passing yards, rushing yards, interceptions, and fumbles
...

"Go see" is also fundamental
...
We must go see what
is actually happening
...


Act
Act means reflecting on our condition after checking and taking appropriate action



Standardize when both outcome and process results are on target
...


If All Ok , Process and outcome  Standardize Process
If All Not Ok  Take Corrective Action  Temporary to Stop Bleeding and Permanent to
address Root Cause
...


Its managers responsibility to strengthen the Team
Manager must know the difference between strengthening vs overloading
...

Our standards must make the out-of-standard condition obvious
...

Problem-Solving Funnel

Our goal was to involve as many team members are possible in problem solving
...

Five Why Analysis

Five Why analysis is a core problem-solving tool
From Abstract Gap to Concrete Observation
Use 5 why to find root Cause
...


Team Work – Safety , equality , Respect , Approachable


Safety first



Employment security



Uniforms



No executive offices and no walls



Genchi genbutsu
...
Stop production so that production never has to stop
...

One-at-a-time production is more effective than batch production
...

Don't make something unless a customer has ordered it
...

Seek perfection, even though we know we will never achieve it
...
It took a while to shed the "been there, done that" mentality that closes the
door to profound knowledge and growth
...

Lean Reduces / Removes mud and Reduces work load
We use lean because we need to
Reduce work by Removing Muda
Don’t throw resource at work - we must identify the muda and make kaizen
...


Lean Production as a Path
When a set of methods or techniques connects to a person's whole being, it becomes a do or path
...
We seek but know we will never achieve perfection
...

 Respect for people
...

 Freewheeling
...

 Indomitable
...
Team members
interact as equals
...
Meeting daunting challenges year after year
gives us confidence in the future
...
In your
lean implementation efforts, please reflect on these ideas and take action to improve
...
PDCA is the core tool of management and
requires years to fully grasp
...
We seek to satisfy the
visual management triangle so as to create a shared understanding among all team members
...
Lean production is not merely a set of techniques
...


Final Comments
To suggest is to create
...

Garcia Lorca
I began my lean journey twenty years ago
...
We spend so much of our lives at work
...
As I reflect at midcareer, I recognize that the lean system cannot
and should not be precisely defined
...
There is only
the question: What is the need?
The best we can do is to practice and teach our team members the central concepts, knowing that
they'll develop them further
...

Bon voyage

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