SlideShare une entreprise Scribd logo
1  sur  12
Télécharger pour lire hors ligne
Tips and Tools to be effective
Toyota Way for Continuous Improvement
Anita Rao
June 2013
Y?
By constant improvement based upon action, one can rise to a
higher level of practice and knowledge
- Fuji Cho,Toyota, 2002
Agenda
 The “4P” model
 Process guiding principles
 PDCA Problem Solving
 Business outcomes from Problem Solving
 Feedback Loop in ecosystem
 RCA for process improvements
 Strong foundational culture
 Formula for Delighted Customer
The 4 “P” Model
Process
(Eliminate Waste)
People & Partners
(Respect, Challenge & Grow
Them)
Problem Solving
(Continuous
Improvement
& Learning)
• Continual organizational learning through kaizen
• Thoroughly understand the situation
• Make decisions, thoroughly considering all
options, implement rapidly
• Base management
decisions on long term
philosophy even at the
expense of short term
financial goals
• Create process flow to surface
problems
• Level out workload
• Stop when there is a quality problem
• Use visual controls
• Grow leaders who live the philosophy
• Respect, develop and challenge your people
and teams
• Respect, challenge and help suppliers
Philosophy
(LongTermThinking)
Source Jeffrey K. Liker
Process Guiding Principles
Create process “flow” to bring problems to
the surface
Use pull systems to avoid “over engineering”
of process
Level out the workload (heijunka)
Stop where there is a quality problem (jidoka)
Standardize tasks for continuous
improvement
Use visual controls so no problems are hidden
Use reliable, thoroughly test technology
Source Jeffrey K. Liker & James K. Franz
PDCA Problem Solving
1. Monitor Progress of
Implementation Plan
2. Modify Plan if Necessary
3. Monitor Results
1. Develop implementation plan
2. Communicate Plan
3. Execute Plan
1. Evaluate
Results
2. Standardize
Effective Counter
Measures
3. Identify Further Improvement
4. Spread Best Practices
5. Start PDCA Again
1. Identify gap to target
2. Analyze root cause
3. Formulate counter
measure
Grasp
the
Situation
CheckAdjust
Plan Do
Work towards the business outcome
through creative problem solving
Current
State
Target
Condition
Target
State
Business
Outcome
Target
Condition
Target
Condition
Creative
Tension
Problem
Solving
Grasp
The
Situation
Plan
Do
Check
Adjust
Grasp
The
Situation
Plan
Do
Check
Adjust
Grasp
The
Situation
Plan
Do
Check
Adjust
Grasp
The
Situation
Plan
Do
Check
Adjust
Gap = Challenge
Source Jeffrey K. Liker & James K. Franz
Feedback loop in ecosystem
Partners CustomersCompany Processes
In Process
Feedback
Feedback from
Customers
Feedback to
Partners
Source Jeffrey K. Liker & James K. Franz
Root Cause Analysis: “why” Process
Improvements are continual
9
Why?
Process improvements are continual and
affect KPIs
People in the work area are accountable &
trained
They report to leaders who are accountable &
trained
They report up to senior leaders who believe
in respect for people & continuous
improvement
So that we can Protect and manage
information, so everyone is free to focus on
achieving their goals
Why?
Why?
Why?
Guiding Leadership builds a strong
foundational culture
Highly Developed Work
Groups
Middle Managers
as Coaches
Executives as
visionaries and
guides
Continuous Checking
and Adjusting
Consistency of Direction
Through
Hoshin Kanri
Culture of continuous improvement : Skills & Commitment
Source Jeffrey K. Liker & James K. Franz
Engaged People and Exceptional Processes
= Delighted Customers
Struggling Getting By
Fire-
fighting
Excelling
HighLow
Process Strength
S
t
e
p
4
L
o
w
S
t
e
p
4
S
t
e
p
4
LowHigh
PeopleStrength
Source Jeffrey K. Liker & James K. Franz
LowHigh
ThankYou
Twitter @anitaprao;
Blog:
http://anitapaulrao.wordpress.com/
Linkedin:
www.linkedin.com/in/anitarao/

Contenu connexe

Tendances

Lean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation SampleLean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation SampleAndrew Schwartz
 
History of Lean manufacturing & TPS 14 Principal
History of Lean manufacturing & TPS 14 PrincipalHistory of Lean manufacturing & TPS 14 Principal
History of Lean manufacturing & TPS 14 PrincipalSumon Kumar Kundu
 
Lean manufacturing basics
Lean manufacturing basicsLean manufacturing basics
Lean manufacturing basicssarah bridge
 
Lean Manufacturing Training Course Basics - Nilesh Arora
Lean Manufacturing Training Course Basics - Nilesh AroraLean Manufacturing Training Course Basics - Nilesh Arora
Lean Manufacturing Training Course Basics - Nilesh AroraADD VALUE CONSULTING Inc
 
Lean manufacturing concepts and tools and quality management1
Lean manufacturing concepts and tools and quality management1Lean manufacturing concepts and tools and quality management1
Lean manufacturing concepts and tools and quality management1hgalinova
 
Introduction To Lean Manufacturing : Tonex Training
Introduction To Lean Manufacturing : Tonex TrainingIntroduction To Lean Manufacturing : Tonex Training
Introduction To Lean Manufacturing : Tonex TrainingBryan Len
 
Applying lean thinking in the food supply chain presentation
Applying lean thinking in the food supply chain presentationApplying lean thinking in the food supply chain presentation
Applying lean thinking in the food supply chain presentationFayssal AL-KILANI
 
Lean manufacturing system (lms) 19-march-sgd
Lean manufacturing system (lms) 19-march-sgdLean manufacturing system (lms) 19-march-sgd
Lean manufacturing system (lms) 19-march-sgdSanjeev Deshmukh
 
FREE DOWNLOAD - INTRODUCTION TO LEAN PRESENTATION
FREE DOWNLOAD - INTRODUCTION TO LEAN PRESENTATIONFREE DOWNLOAD - INTRODUCTION TO LEAN PRESENTATION
FREE DOWNLOAD - INTRODUCTION TO LEAN PRESENTATIONTXM Lean Solutions
 
Premier's Introduction To Lean Concepts
Premier's Introduction To Lean ConceptsPremier's Introduction To Lean Concepts
Premier's Introduction To Lean Conceptsmoogiedm
 
Toyota Way Fieldbook
Toyota Way FieldbookToyota Way Fieldbook
Toyota Way FieldbookShahzad Khan
 
Lean Startup - The Next Industrial Revolution - Day 1
Lean Startup - The Next Industrial Revolution - Day 1Lean Startup - The Next Industrial Revolution - Day 1
Lean Startup - The Next Industrial Revolution - Day 1Ravi Yadav
 

Tendances (20)

Lean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation SampleLean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation Sample
 
Lean management
Lean management Lean management
Lean management
 
This is lean
This is lean This is lean
This is lean
 
History of Lean manufacturing & TPS 14 Principal
History of Lean manufacturing & TPS 14 PrincipalHistory of Lean manufacturing & TPS 14 Principal
History of Lean manufacturing & TPS 14 Principal
 
What is lean management?
What is lean management?What is lean management?
What is lean management?
 
Lean Management
Lean ManagementLean Management
Lean Management
 
Lean manufacturing basics
Lean manufacturing basicsLean manufacturing basics
Lean manufacturing basics
 
Lean Manufacturing Training Course Basics - Nilesh Arora
Lean Manufacturing Training Course Basics - Nilesh AroraLean Manufacturing Training Course Basics - Nilesh Arora
Lean Manufacturing Training Course Basics - Nilesh Arora
 
Lean manufacturing concepts and tools and quality management1
Lean manufacturing concepts and tools and quality management1Lean manufacturing concepts and tools and quality management1
Lean manufacturing concepts and tools and quality management1
 
Introduction To Lean Manufacturing : Tonex Training
Introduction To Lean Manufacturing : Tonex TrainingIntroduction To Lean Manufacturing : Tonex Training
Introduction To Lean Manufacturing : Tonex Training
 
Applying lean thinking in the food supply chain presentation
Applying lean thinking in the food supply chain presentationApplying lean thinking in the food supply chain presentation
Applying lean thinking in the food supply chain presentation
 
Lean manufacturing
Lean manufacturing Lean manufacturing
Lean manufacturing
 
Lean manufacturing system (lms) 19-march-sgd
Lean manufacturing system (lms) 19-march-sgdLean manufacturing system (lms) 19-march-sgd
Lean manufacturing system (lms) 19-march-sgd
 
FREE DOWNLOAD - INTRODUCTION TO LEAN PRESENTATION
FREE DOWNLOAD - INTRODUCTION TO LEAN PRESENTATIONFREE DOWNLOAD - INTRODUCTION TO LEAN PRESENTATION
FREE DOWNLOAD - INTRODUCTION TO LEAN PRESENTATION
 
Premier's Introduction To Lean Concepts
Premier's Introduction To Lean ConceptsPremier's Introduction To Lean Concepts
Premier's Introduction To Lean Concepts
 
Toyota Way Fieldbook
Toyota Way FieldbookToyota Way Fieldbook
Toyota Way Fieldbook
 
Hourly Lean Introduction
Hourly Lean IntroductionHourly Lean Introduction
Hourly Lean Introduction
 
Lean Startup - The Next Industrial Revolution - Day 1
Lean Startup - The Next Industrial Revolution - Day 1Lean Startup - The Next Industrial Revolution - Day 1
Lean Startup - The Next Industrial Revolution - Day 1
 
Basics of lean
Basics of leanBasics of lean
Basics of lean
 
Lean Managment
Lean ManagmentLean Managment
Lean Managment
 

En vedette

14 Management Principles : Toyota Way
14 Management Principles : Toyota Way14 Management Principles : Toyota Way
14 Management Principles : Toyota WayDinesh Kakkad
 
The toyota way
The toyota wayThe toyota way
The toyota wayvrkraam
 
ProcessImprovementPlan_ScottFarwell
ProcessImprovementPlan_ScottFarwellProcessImprovementPlan_ScottFarwell
ProcessImprovementPlan_ScottFarwellScott Farwell
 
Toyota Recall Analysis
Toyota Recall AnalysisToyota Recall Analysis
Toyota Recall AnalysisSVAbowd
 
JIT, Kanban, Kaizen, Muda in TPS (Toyota Production System)
JIT, Kanban, Kaizen, Muda in TPS (Toyota Production System)JIT, Kanban, Kaizen, Muda in TPS (Toyota Production System)
JIT, Kanban, Kaizen, Muda in TPS (Toyota Production System)Abdul Qadir Master
 
Les 14 principes lean management du système Toyota
Les 14 principes lean management du système ToyotaLes 14 principes lean management du système Toyota
Les 14 principes lean management du système ToyotaPascal Méance
 
Lean project management
Lean project management Lean project management
Lean project management John Bun
 
Toyota Power Point Presentation
Toyota Power Point PresentationToyota Power Point Presentation
Toyota Power Point Presentationlaumar86
 
Kaizen Philosophy
Kaizen PhilosophyKaizen Philosophy
Kaizen Philosophypratik207
 
The Toyota Way- 14 Management Principles
The Toyota Way- 14 Management PrinciplesThe Toyota Way- 14 Management Principles
The Toyota Way- 14 Management PrinciplesC K Vishwakarma
 
Lean Management Toyota 14 Principes 12 09
Lean Management Toyota 14 Principes 12 09Lean Management Toyota 14 Principes 12 09
Lean Management Toyota 14 Principes 12 09delislepaul
 
Toyota company
Toyota companyToyota company
Toyota companyNailaJahan
 
Management Visuel
Management VisuelManagement Visuel
Management Visuelnooghe
 
History of manufacturing systems and lean thinking enfr
History of manufacturing systems and lean thinking enfrHistory of manufacturing systems and lean thinking enfr
History of manufacturing systems and lean thinking enfrJULIO GONZALEZ SANZ
 

En vedette (19)

The Toyota Way
The Toyota WayThe Toyota Way
The Toyota Way
 
14 Management Principles : Toyota Way
14 Management Principles : Toyota Way14 Management Principles : Toyota Way
14 Management Principles : Toyota Way
 
KAIZEN
KAIZENKAIZEN
KAIZEN
 
The toyota way
The toyota wayThe toyota way
The toyota way
 
ProcessImprovementPlan_ScottFarwell
ProcessImprovementPlan_ScottFarwellProcessImprovementPlan_ScottFarwell
ProcessImprovementPlan_ScottFarwell
 
Toyota Report
Toyota ReportToyota Report
Toyota Report
 
Toyota recall
Toyota recall Toyota recall
Toyota recall
 
Toyota Recall Analysis
Toyota Recall AnalysisToyota Recall Analysis
Toyota Recall Analysis
 
JIT, Kanban, Kaizen, Muda in TPS (Toyota Production System)
JIT, Kanban, Kaizen, Muda in TPS (Toyota Production System)JIT, Kanban, Kaizen, Muda in TPS (Toyota Production System)
JIT, Kanban, Kaizen, Muda in TPS (Toyota Production System)
 
Les 14 principes lean management du système Toyota
Les 14 principes lean management du système ToyotaLes 14 principes lean management du système Toyota
Les 14 principes lean management du système Toyota
 
Lean project management
Lean project management Lean project management
Lean project management
 
Toyota Power Point Presentation
Toyota Power Point PresentationToyota Power Point Presentation
Toyota Power Point Presentation
 
Kaizen Philosophy
Kaizen PhilosophyKaizen Philosophy
Kaizen Philosophy
 
The Toyota Way- 14 Management Principles
The Toyota Way- 14 Management PrinciplesThe Toyota Way- 14 Management Principles
The Toyota Way- 14 Management Principles
 
Lean Management Toyota 14 Principes 12 09
Lean Management Toyota 14 Principes 12 09Lean Management Toyota 14 Principes 12 09
Lean Management Toyota 14 Principes 12 09
 
Toyota company
Toyota companyToyota company
Toyota company
 
Management Visuel
Management VisuelManagement Visuel
Management Visuel
 
History of manufacturing systems and lean thinking enfr
History of manufacturing systems and lean thinking enfrHistory of manufacturing systems and lean thinking enfr
History of manufacturing systems and lean thinking enfr
 
Lean Manufacturing - Toyota Production System
Lean Manufacturing - Toyota Production SystemLean Manufacturing - Toyota Production System
Lean Manufacturing - Toyota Production System
 

Similaire à Continuous Improvement using the Toyota Way

Deming’s PDCA and Constant Learning
Deming’s PDCA and Constant LearningDeming’s PDCA and Constant Learning
Deming’s PDCA and Constant LearningJeanie Arnoco
 
Lean Six Sigma Leadership 062507
Lean Six Sigma Leadership 062507Lean Six Sigma Leadership 062507
Lean Six Sigma Leadership 062507larrypenni
 
OODA loop problem solving
OODA loop problem solvingOODA loop problem solving
OODA loop problem solvingGlen Alleman
 
Building a Lean Enterprise: Navigating the Common Obstacles to Success
Building a Lean Enterprise: Navigating the Common Obstacles to SuccessBuilding a Lean Enterprise: Navigating the Common Obstacles to Success
Building a Lean Enterprise: Navigating the Common Obstacles to SuccessTKMG, Inc.
 
A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)TKMG, Inc.
 
Making It Stick: A Four-Step Process for Creating Sustainable Change
Making It Stick: A Four-Step Process for Creating Sustainable ChangeMaking It Stick: A Four-Step Process for Creating Sustainable Change
Making It Stick: A Four-Step Process for Creating Sustainable ChangeTKMG, Inc.
 
Déployer le Lean lors d’un rachat d’entreprise
Déployer le Lean lors d’un rachat d’entrepriseDéployer le Lean lors d’un rachat d’entreprise
Déployer le Lean lors d’un rachat d’entrepriseOperae Partners
 
A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)TKMG, Inc.
 
TOTAL QUALITY MANAGEMENT (TQM)
TOTAL QUALITY MANAGEMENT (TQM)TOTAL QUALITY MANAGEMENT (TQM)
TOTAL QUALITY MANAGEMENT (TQM)SANJAY KUMAR JOGAR
 
Business Learning Strategy
Business Learning StrategyBusiness Learning Strategy
Business Learning StrategyNick DeNardo
 
Lean Six Sigma Awareness Handouts
Lean Six Sigma Awareness HandoutsLean Six Sigma Awareness Handouts
Lean Six Sigma Awareness Handoutsguest0981f4
 
Lean Six Sigma Awareness Handouts
Lean Six Sigma Awareness HandoutsLean Six Sigma Awareness Handouts
Lean Six Sigma Awareness Handoutsguest0981f4
 
LSS Intro
LSS IntroLSS Intro
LSS Introevansjr
 
Linda Dulye IABC 2010 Global Conference Presentation
Linda Dulye IABC 2010 Global Conference PresentationLinda Dulye IABC 2010 Global Conference Presentation
Linda Dulye IABC 2010 Global Conference PresentationDulye
 

Similaire à Continuous Improvement using the Toyota Way (20)

Deming’s PDCA and Constant Learning
Deming’s PDCA and Constant LearningDeming’s PDCA and Constant Learning
Deming’s PDCA and Constant Learning
 
Lean Six Sigma Leadership 062507
Lean Six Sigma Leadership 062507Lean Six Sigma Leadership 062507
Lean Six Sigma Leadership 062507
 
OODA loop problem solving
OODA loop problem solvingOODA loop problem solving
OODA loop problem solving
 
Building a Lean Enterprise: Navigating the Common Obstacles to Success
Building a Lean Enterprise: Navigating the Common Obstacles to SuccessBuilding a Lean Enterprise: Navigating the Common Obstacles to Success
Building a Lean Enterprise: Navigating the Common Obstacles to Success
 
A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)
 
Dit yvol5iss28
Dit yvol5iss28Dit yvol5iss28
Dit yvol5iss28
 
Making It Stick: A Four-Step Process for Creating Sustainable Change
Making It Stick: A Four-Step Process for Creating Sustainable ChangeMaking It Stick: A Four-Step Process for Creating Sustainable Change
Making It Stick: A Four-Step Process for Creating Sustainable Change
 
Déployer le Lean lors d’un rachat d’entreprise
Déployer le Lean lors d’un rachat d’entrepriseDéployer le Lean lors d’un rachat d’entreprise
Déployer le Lean lors d’un rachat d’entreprise
 
A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)
 
Create a Winning BPI Playbook
Create a Winning BPI PlaybookCreate a Winning BPI Playbook
Create a Winning BPI Playbook
 
TOTAL QUALITY MANAGEMENT (TQM)
TOTAL QUALITY MANAGEMENT (TQM)TOTAL QUALITY MANAGEMENT (TQM)
TOTAL QUALITY MANAGEMENT (TQM)
 
Business Learning Strategy
Business Learning StrategyBusiness Learning Strategy
Business Learning Strategy
 
Lean Six Sigma Awareness Handouts
Lean Six Sigma Awareness HandoutsLean Six Sigma Awareness Handouts
Lean Six Sigma Awareness Handouts
 
Lean Six Sigma Awareness Handouts
Lean Six Sigma Awareness HandoutsLean Six Sigma Awareness Handouts
Lean Six Sigma Awareness Handouts
 
LSS Intro
LSS IntroLSS Intro
LSS Intro
 
Kepner tregoe Presentation
Kepner tregoe Presentation Kepner tregoe Presentation
Kepner tregoe Presentation
 
Linda Dulye IABC 2010 Global Conference Presentation
Linda Dulye IABC 2010 Global Conference PresentationLinda Dulye IABC 2010 Global Conference Presentation
Linda Dulye IABC 2010 Global Conference Presentation
 
OD_Strategy Management HR_Day 2 2022.pptx
OD_Strategy Management HR_Day 2 2022.pptxOD_Strategy Management HR_Day 2 2022.pptx
OD_Strategy Management HR_Day 2 2022.pptx
 
Toolsofthe trade1
Toolsofthe trade1Toolsofthe trade1
Toolsofthe trade1
 
Spm ppt
Spm pptSpm ppt
Spm ppt
 

Plus de Anita Rao

Design thinking
Design thinkingDesign thinking
Design thinkingAnita Rao
 
Tips on Setting Annual Goals & Objectives
Tips on Setting Annual Goals & ObjectivesTips on Setting Annual Goals & Objectives
Tips on Setting Annual Goals & ObjectivesAnita Rao
 
Build a High Performing Team
Build a High Performing TeamBuild a High Performing Team
Build a High Performing TeamAnita Rao
 
Want to learn how to facilitate interactions for outcomes?
Want to learn how to facilitate interactions for outcomes?Want to learn how to facilitate interactions for outcomes?
Want to learn how to facilitate interactions for outcomes?Anita Rao
 
Want to learn how to foster creativity and Innovation in your organization?
Want to learn how to foster creativity and Innovation in your organization?Want to learn how to foster creativity and Innovation in your organization?
Want to learn how to foster creativity and Innovation in your organization?Anita Rao
 
Want to learn how to make thoughtful decisions?
Want to learn how to make thoughtful decisions?Want to learn how to make thoughtful decisions?
Want to learn how to make thoughtful decisions?Anita Rao
 

Plus de Anita Rao (7)

Design thinking
Design thinkingDesign thinking
Design thinking
 
KPI
KPIKPI
KPI
 
Tips on Setting Annual Goals & Objectives
Tips on Setting Annual Goals & ObjectivesTips on Setting Annual Goals & Objectives
Tips on Setting Annual Goals & Objectives
 
Build a High Performing Team
Build a High Performing TeamBuild a High Performing Team
Build a High Performing Team
 
Want to learn how to facilitate interactions for outcomes?
Want to learn how to facilitate interactions for outcomes?Want to learn how to facilitate interactions for outcomes?
Want to learn how to facilitate interactions for outcomes?
 
Want to learn how to foster creativity and Innovation in your organization?
Want to learn how to foster creativity and Innovation in your organization?Want to learn how to foster creativity and Innovation in your organization?
Want to learn how to foster creativity and Innovation in your organization?
 
Want to learn how to make thoughtful decisions?
Want to learn how to make thoughtful decisions?Want to learn how to make thoughtful decisions?
Want to learn how to make thoughtful decisions?
 

Dernier

Nanopower In Semiconductor Industry.pdf
Nanopower  In Semiconductor Industry.pdfNanopower  In Semiconductor Industry.pdf
Nanopower In Semiconductor Industry.pdfPedro Manuel
 
UiPath Studio Web workshop series - Day 6
UiPath Studio Web workshop series - Day 6UiPath Studio Web workshop series - Day 6
UiPath Studio Web workshop series - Day 6DianaGray10
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding TeamAdam Moalla
 
How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?IES VE
 
Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Brian Pichman
 
Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Adtran
 
Building AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptxBuilding AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptxUdaiappa Ramachandran
 
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationUsing IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationIES VE
 
UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7DianaGray10
 
NIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 WorkshopNIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 WorkshopBachir Benyammi
 
20230202 - Introduction to tis-py
20230202 - Introduction to tis-py20230202 - Introduction to tis-py
20230202 - Introduction to tis-pyJamie (Taka) Wang
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URLRuncy Oommen
 
Introduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxIntroduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxMatsuo Lab
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...Aggregage
 
Cybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptxCybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptxGDSC PJATK
 
Videogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfVideogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfinfogdgmi
 
Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.YounusS2
 
OpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureOpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureEric D. Schabell
 

Dernier (20)

Nanopower In Semiconductor Industry.pdf
Nanopower  In Semiconductor Industry.pdfNanopower  In Semiconductor Industry.pdf
Nanopower In Semiconductor Industry.pdf
 
UiPath Studio Web workshop series - Day 6
UiPath Studio Web workshop series - Day 6UiPath Studio Web workshop series - Day 6
UiPath Studio Web workshop series - Day 6
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team
 
How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?
 
Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )
 
Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™
 
20150722 - AGV
20150722 - AGV20150722 - AGV
20150722 - AGV
 
Building AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptxBuilding AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptx
 
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationUsing IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
 
UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7
 
NIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 WorkshopNIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 Workshop
 
20230202 - Introduction to tis-py
20230202 - Introduction to tis-py20230202 - Introduction to tis-py
20230202 - Introduction to tis-py
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URL
 
201610817 - edge part1
201610817 - edge part1201610817 - edge part1
201610817 - edge part1
 
Introduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxIntroduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptx
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
 
Cybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptxCybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptx
 
Videogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfVideogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdf
 
Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.
 
OpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureOpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability Adventure
 

Continuous Improvement using the Toyota Way

  • 1. Tips and Tools to be effective Toyota Way for Continuous Improvement Anita Rao June 2013
  • 2. Y? By constant improvement based upon action, one can rise to a higher level of practice and knowledge - Fuji Cho,Toyota, 2002
  • 3. Agenda  The “4P” model  Process guiding principles  PDCA Problem Solving  Business outcomes from Problem Solving  Feedback Loop in ecosystem  RCA for process improvements  Strong foundational culture  Formula for Delighted Customer
  • 4. The 4 “P” Model Process (Eliminate Waste) People & Partners (Respect, Challenge & Grow Them) Problem Solving (Continuous Improvement & Learning) • Continual organizational learning through kaizen • Thoroughly understand the situation • Make decisions, thoroughly considering all options, implement rapidly • Base management decisions on long term philosophy even at the expense of short term financial goals • Create process flow to surface problems • Level out workload • Stop when there is a quality problem • Use visual controls • Grow leaders who live the philosophy • Respect, develop and challenge your people and teams • Respect, challenge and help suppliers Philosophy (LongTermThinking) Source Jeffrey K. Liker
  • 5. Process Guiding Principles Create process “flow” to bring problems to the surface Use pull systems to avoid “over engineering” of process Level out the workload (heijunka) Stop where there is a quality problem (jidoka) Standardize tasks for continuous improvement Use visual controls so no problems are hidden Use reliable, thoroughly test technology Source Jeffrey K. Liker & James K. Franz
  • 6. PDCA Problem Solving 1. Monitor Progress of Implementation Plan 2. Modify Plan if Necessary 3. Monitor Results 1. Develop implementation plan 2. Communicate Plan 3. Execute Plan 1. Evaluate Results 2. Standardize Effective Counter Measures 3. Identify Further Improvement 4. Spread Best Practices 5. Start PDCA Again 1. Identify gap to target 2. Analyze root cause 3. Formulate counter measure Grasp the Situation CheckAdjust Plan Do
  • 7. Work towards the business outcome through creative problem solving Current State Target Condition Target State Business Outcome Target Condition Target Condition Creative Tension Problem Solving Grasp The Situation Plan Do Check Adjust Grasp The Situation Plan Do Check Adjust Grasp The Situation Plan Do Check Adjust Grasp The Situation Plan Do Check Adjust Gap = Challenge Source Jeffrey K. Liker & James K. Franz
  • 8. Feedback loop in ecosystem Partners CustomersCompany Processes In Process Feedback Feedback from Customers Feedback to Partners Source Jeffrey K. Liker & James K. Franz
  • 9. Root Cause Analysis: “why” Process Improvements are continual 9 Why? Process improvements are continual and affect KPIs People in the work area are accountable & trained They report to leaders who are accountable & trained They report up to senior leaders who believe in respect for people & continuous improvement So that we can Protect and manage information, so everyone is free to focus on achieving their goals Why? Why? Why?
  • 10. Guiding Leadership builds a strong foundational culture Highly Developed Work Groups Middle Managers as Coaches Executives as visionaries and guides Continuous Checking and Adjusting Consistency of Direction Through Hoshin Kanri Culture of continuous improvement : Skills & Commitment Source Jeffrey K. Liker & James K. Franz
  • 11. Engaged People and Exceptional Processes = Delighted Customers Struggling Getting By Fire- fighting Excelling HighLow Process Strength S t e p 4 L o w S t e p 4 S t e p 4 LowHigh PeopleStrength Source Jeffrey K. Liker & James K. Franz LowHigh