Evolution of lean tps - November 2016

1Marek.Piatkowski@Rogers.com
Evolution of
Lean/TPS
Retrospective
Thinkingwin, Win, WIN
Evolution of Lean / TPS
Retrospective of Lean Management System
Marek Piatkowski – November 2016

Evolution of
Lean/TPS
Retrospective
Introduction - Marek Piatkowski
 Professional Background
 Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from
1987-1994
 TPS/Lean Transformation Consulting - since 1994
 Professional Affiliations
 TWI Network – John Shook, Founder
 Lean Enterprise Institute (LEI) – Jim Womack
 Lean Enterprise Academy (LEA) – Daniel Jones
 CCM/CAINTRA – Monterrey, Mexico
 SME, AME, ASQ, CME
 Lean Manufacturing Solutions - Toronto, Canada
http://twi-network.com

Evolution of
Lean/TPS
Retrospective

Evolution of
Lean/TPS
Retrospective
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Evolution of
Lean/TPS
Retrospective
Leaders continuously look for a magic pill or
simple formula for success … but there is none !
So what should we do? 28-Dec-15
5

Evolution of
Lean/TPS
Retrospective
The Most Studied Company in the World

Evolution of
Lean/TPS
Retrospective
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)

Evolution of
Lean/TPS
Retrospective
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

Evolution of
Lean/TPS
Retrospective
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

Evolution of
Lean/TPS
Retrospective
Toyota
Production
System
(TPS)
1991
2016

Evolution of
Lean/TPS
Retrospective
Lean is based on Toyota Production System - TPS

Evolution of
Lean/TPS
Retrospective
Initially Lean started in the Automotive Industry

Evolution of
Lean/TPS
Retrospective
Now Lean is implemented in any type of Manufacturing

Evolution of
Lean/TPS
Retrospective
Lean can work in any type of Organization
Hospitals – large and small
Factories – old and new
All kinds of Government
In the Office Environment

Evolution of
Lean/TPS
Retrospective
Lean can be implemented in any type of Processing Operations
Agriculture
Oil - ?
Mining
Chemical ProcessingConstruction
Lumber

Evolution of
Lean/TPS
Retrospective
Your Company is not Toyota
My Company

Evolution of
Lean/TPS
Retrospective
Your Company is not Toyota
So what do we do? How do we manage Lean
Transformation?

Evolution of
Lean/TPS
Retrospective
How do I Manage Lean Transformation?
The blind men and the elephant

Evolution of
Lean/TPS
Retrospective
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.

Evolution of
Lean/TPS
Retrospective
Toyota Production System (TPS)
We never asked Toyota how did they build and
manage their house of TPS?
Taiichi Ohno
Credited with realizing
the concept of the
Toyota Production
System.

Evolution of
Lean/TPS
Retrospective
What is Lean Transformation?
Lean Transformation
of
Tools and Methodologies
Lean Transformation
of how we
Think and Manage
Lean does not work for us

Evolution of
Lean/TPS
Retrospective
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?

Evolution of
Lean/TPS
Retrospective
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

Evolution of
Lean/TPS
Retrospective
How to Implement Lean
?
I know Lean
Engineering driven
Hobby driven
Knowledge Driven
Kanban
Leveled
schedule
Supermarket
SMED
PullTPMHeijunka
Jidoka
VSM
1. USE KPIs to understand your Current
Status
4. Check progress
and measure
results
B
A
True North
“So what ?“
5 S
PokaYoke

Evolution of
Lean/TPS
Retrospective
Create a “Learning Organization”
2016

Evolution of
Lean/TPS
Retrospective
Toyota Motor Manufacturing Canada
Cambridge, Ont. Woodstock, Ont.

Evolution of
Lean/TPS
Retrospective
Cambridge Woodstock
Established Jan 24th, 1986
Land Area 400 acres 1,000 acres
Plant Area
280,000 m2
(70 acres)
165,921 m2
(41 acres)
Investment C$6 billion
Team Members 8,600
Toyota Motor Manufacturing Canada

Evolution of
Lean/TPS
Retrospective
30
T.M.M.C. Family
2015

Evolution of
Lean/TPS
Retrospective
TBP – Toyota Business Practices
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

Evolution of
Lean/TPS
Retrospective
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
1. Hoshin Kanri
3. OJT
4. Rapid PDCA
(Plan-Do-Check-Act)
Toyota Way 2001

Evolution of
Lean/TPS
Retrospective
TBP was developed to practice the Toyota Way in everyday business around the world
Toyota
Business Practices
Toyota
Problem Solving
TOYOTA WAY
Concrete Actions
and Processes
Drive and
Dedication
Toyota Way 2001

Evolution of
Lean/TPS
Retrospective
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

Evolution of
Lean/TPS
Retrospective
• 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

Evolution of
Lean/TPS
Retrospective
3. Set a Target
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

Evolution of
Lean/TPS
Retrospective
Lean Management System – Learning Forum
 Upon completion of this session, participants will have a better understanding of
the importance of the LEAN Management System of the key requirements and
challenges to making it work.

Evolution of
Lean/TPS
Retrospective
Lean Management System – Recommendations
 Break the stereotype in your Organization that having a problem is trouble

Evolution of
Lean/TPS
Retrospective
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

Evolution of
Lean/TPS
Retrospective
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

Evolution of
Lean/TPS
Retrospective
 Set very clear Targets, Goals, Objectives and Expectations for your Organization
and remained your people of them continuously

Evolution of
Lean/TPS
Retrospective
2. PPS
1. Hoshin Kanri
3. OJT
4. Rapid PDCA
(Plan-Do-Check-Act)
Toyota Way 2001

Evolution of
Lean/TPS
Retrospective
Projects we
need to work
on
Activities we can
work on – when we
have time
Thinkgs we can work
on – when we have
time
Working towards True North

Evolution of
Lean/TPS
Retrospective
Ultimate Goals
Ideal Situation
Current
Situation
Gap - Problems
Understand the connection between the companies ultimate goal and your job
Clarify the Problem

Evolution of
Lean/TPS
Retrospective
Example – On-Time Deliveries
Ultimate Goals
100%
Target 95%
Current Situation
85%
Gap – 10%
Clarify the Problem
Understand the connection between the companies ultimate goal and your job

Evolution of
Lean/TPS
Retrospective
 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

Evolution of
Lean/TPS
Retrospective
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

Evolution of
Lean/TPS
Retrospective
 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
1. USE KPIs to understand your
Current Status
4. Check progress
and measure
results
B
A
True North
“So what ?“
5 S
Poka Yoke

Evolution of
Lean/TPS
Retrospective
2. PPS
1. Hoshin Kanri
3. OJT
4. Rapid PDCA
(Plan-Do-Check-Act)
Toyota Way 2001

Evolution of
Lean/TPS
Retrospective
Problem Solving Methodologies
Describe the Problem
Capture the Current
Condition
Analyze the Current
Condition
Develop an
Implementation Plan
Test Countermeasures and
Evaluate Results
Follow-up and Standardize
Develop
Countermeasures

Evolution of
Lean/TPS
Retrospective
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
Investigation
Ask Why 5 times?
Investigation of Root
Cause
TPS - Practical Problem Solving Process

Evolution of
Lean/TPS
Retrospective
 Teach your Organization to start using A3 reporting format to monitor a progress
of your problem solving activities

Evolution of
Lean/TPS
Retrospective
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
Priority changes
schedule is not visual to
change over team
Multiple c/o occur at same
time
time
No instructions whento stop
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

Evolution of
Lean/TPS
Retrospective
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
target
Mp
Demand
Yield Ratetarget
target
Mp
Demand
Yield Ratetarget
Mp
Demand
Yield Ratetarget
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
Output
/Demand 100% 99.2%
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
FPR 90% 90.2%
2nd week of Dec, 2008
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?

Evolution of
Lean/TPS
Retrospective
Using A3 Report to Solve Problems
3. Set a Target
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
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
c/o timing not meeting
staffing availability
14.28 hours/day lostwaiting for setup
Tools are not ready Tools are not ready
Priority changes
schedule is not visual to
change over team
time
time
No instructions whento stop
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

Evolution of
Lean/TPS
Retrospective
Elements of the A3 Process
The A3 Report Itself The A3 Review Process
Weekly (at least) status update and next step lesson
Plan
Do
Check
(Review)
Act
Management
Cycle

Evolution of
Lean/TPS
Retrospective
 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)

Evolution of
Lean/TPS
Retrospective
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?

Evolution of
Lean/TPS
Retrospective
Chairman of Toyota Motor Corp. and former
President of Toyota Motor Manufacturing, KY
and Toyota Motor Corp.

Evolution of
Lean/TPS
Retrospective
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

Evolution of
Lean/TPS
Retrospective
 On-the-Job Training – get everybody involve in Lean Transformation by Solving
Problems using PPS methodology and Lean Tools and Methods

Evolution of
Lean/TPS
Retrospective
2. PPS
1. Hoshin Kanri
3. OJT
4. Rapid PDCA
(Plan-Do-Check-Act)
Toyota Way 2001

Evolution of
Lean/TPS
Retrospective
 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

Evolution of
Lean/TPS
Retrospective
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.

Evolution of
Lean/TPS
Retrospective
Lean Management System – Learning Forum

Evolution of
Lean/TPS
Retrospective
 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”.

Evolution of
Lean/TPS
Retrospective
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)

Evolution of
Lean/TPS
Retrospective
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 …”

Evolution of
Lean/TPS
Retrospective
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

Evolution of
Lean/TPS
Retrospective
Changing the World. One Kaizen at a time
This presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproduced
without written permission from:
Marek Piatkowski
W3 Group Canada Inc.
iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.com
http://twi-network.com

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Lean/TPS
Retrospective
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Evolution of lean tps - November 2016

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