What is to be lean?

•

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Serge Hutin

What does lean stand for? What is to be lean? A short definition of the so called "Lean manufacturing".

Business Technologie

What’s 2B Lean*?

*term used by MIT, Jones & Womacks, in 1987 to describe the TPS

The English word “Lean” has
no explicit link to continuous
improvement.

Lean is a buzz
word!

Toyota called it TPS for:

Toyota
Production
System

Lean=
JIT
Muri

Standards

Hoshin

Andon

kanban

5S

Autonomation

5Why

A3

SMED

Jidoka
Muda

8D

Teamwork

Heijunka

QRQC

Visual management

TAKT

6Sigma

Poka Yoke

Genba

Kaizen VSM

Pull

Mura

TOC

“At Toyota we don’t build cars, we
build people, our people build cars.
The tools are there only to develop
our people.”

What is really behind companies
that succeed at sustained lean
implementation is the

level of thinking
driven by lean principles and
rules.

Lean thinking is about
implementing new filters…

PRINCIPLES

RULES

…to let employees observe
everyday work…

R E A

L I

CUR
RENT

STA

…and see gaps between current
and ideal state.

CUR

IDE

STA

STA

RENT

AL

Based on these filters…
LEAN PRINCIPLES & RULES

… employees collect information,
make decisions and take actions.

Thinking is powerful in
changing an organization.
The way an organization’s people
think determines the quality and
consistency of their actions.

Thinking drives
behaviors.

Behaviors drive action.

Action drives

results.

No tool can fix

poor thinking.

How you think matters!

Toyota Production System
started in 1947.

It is still a

"work in progress"

…about

Transformation
of Management culture
…and employee’s

empowerment

Lean
Manufacturing
Lean=thinking
(Principles and rules)

Lean is a never ending
journey

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6 Managing Change in the Workplace In any given scenario the norm is that changes are scary. The workplace is not an exception, in fact they can be even scarier and met with a lot of resistance. But the truth of the matter is they are a necessity in today market place in order to business relevant. Soon skills like knowing how and when to do changes will be a requirement in many positions. Right now the employees that are experiences big changes in their companies should see this as an opportunity to learn and adapt to this new normal state of constantly evolving. Those who take advantage of this now are the ones that will still be around in the future of the organizations. In this paper we will discuss the organizational changes Toyota of Puerto Rico is suffering right now and how the employees are adapting to these. Toyota’s Overview Toyota’s vision is “Be the most successful and admired organization in Puerto Rico”. To reach our vision we must sustain continuous innovation in are process and vehicles. Our primary goal is to fulfill customer needs and expectations and maintain a lifetime relation with them. Toyota incorporate and sustain in their culture and associates the Corporate Philosophy “Toyota Way”. This philosophy consist in two primary principles; respect for people and continuous improvement. All Toyota team members, at every level, are expected to apply these values in their daily work and relations with others (Liker & Convis, 2011). According to the Toyota Way 2011 Philosophy, as part of the continuous improvement principle they encourage us to follow these steps: · Challenge: To maintain a long-term vision and meet all challenges with the courage and creativity needed to realize that vision. · Kaizen: Continuous improvement. As no process can ever be declared perfect, there is always room for improvement. · Genchi Genbutsu: Going to the source to find the facts to make correct decisions, build consensus and achieve goals. · As part of the respect for people principle they encourage us to follow this step; · Respect: Toyota respects others, makes every effort to understand others, accepts responsibility and does its best to build mutual trust. · Teamwork: Toyota stimulates personal and professional growth, shares opportunities for development and maximizes individual and team performance. Understand the vision and the principles of the culture of our organization helps us to align our work with the organizational goals and success. It is very important to achieving success that the organization makes it feels the employee as an integral part of the process. Each employee adds value to the company and is what sets us apart and helps us to become a leading organization. We are managing the changing process of integration to our parent company. This is a very important change because all of our actual processes are manual. That implies that with the new systems every processes will change and evolve. The integration project .

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What is to be lean?

1. What’s 2B Lean*? *term used by MIT, Jones & Womacks, in 1987 to describe the TPS

2. The English word “Lean” has no explicit link to continuous improvement. Lean is a buzz word!

3. Toyota called it TPS for: Toyota Production System

5. Manufacturing

6. Manufacturing

7. Lean applies in a company.

9. Lean= JIT Muri Standards Hoshin Andon kanban 5S Autonomation 5Why A3 SMED Jidoka Muda 8D Teamwork Heijunka QRQC Visual management TAKT 6Sigma Poka Yoke Genba Kaizen VSM Pull Mura TOC

10. Lean= JIT Muri Standards Hoshin Andon kanban 5S Autonomation 5Why A3 SMED Jidoka Muda 8D Teamwork Heijunka QRQC Visual management TAKT 6Sigma Poka Yoke Genba Kaizen VSM Pull Mura TOC

11. It’s not about

12. “At Toyota we don’t build cars, we build people, our people build cars. The tools are there only to develop our people.”

13. Lean=Thinking (Principles and rules)

14. What is really behind companies that succeed at sustained lean implementation is the level of thinking driven by lean principles and rules.

15.

16. WE ALL WEAR A PAIR OF GLASSES

17. ALL OF US!

18. THIS ONE

19. R E A

20. A PAIR OF GLASSES WITH A LOT OF FILTERS

21. FILTERS ALL YOUR LIFE VERY EARLY

22. L I R E A

23. Lean thinking is about implementing new filters… PRINCIPLES RULES

24. …to let employees observe everyday work… R E A L I CUR RENT STA

25. …and see gaps between current and ideal state. CUR IDE STA STA RENT AL

26. Based on these filters… LEAN PRINCIPLES & RULES … employees collect information, make decisions and take actions.

27. Thinking is powerful in changing an organization. The way an organization’s people think determines the quality and consistency of their actions.

28. Thinking drives behaviors. Behaviors drive action. Action drives results.

29. No tool can fix poor thinking. How you think matters!

30. Lean=Thinking (Principles and rules)

31.

32. program

33. program

34. Journey

35. Toyota Production System started in 1947. It is still a "work in progress"

36. is a

37. …about Transformation of Management culture …and employee’s empowerment

38.

39. Lean Manufacturing Lean=thinking (Principles and rules) Lean is a never ending journey

What is to be lean?

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