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Organized to Learn

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This presentation was prepared for the students of Bainbridge Graduate Institute as part of their Sustainable Operations Course. It addresses Toyota's organizational structure and its role in team member development and continuous improvement.

Publié dans : Formation, Business, Technologie
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Organized to Learn

  1. 1. Organized to Learn Prepared for the students of Bainbridge Graduate Institute MGT 564 Sustainable Ops – Winter 2012 Training Segment - Week 9 To be seen PRIOR TO Intensive weekend #3 Rev 4 – Jan 4, 2012 Note: This SlideCast has Audio. Please turn your speakers on!
  2. 2. MGT 564 - First Day of Class Roadmap
  3. 3. Operations Tools MGT 564 - First Day of Class Roadmap MRP Waiting Lines Forecasting Inventory Management
  4. 4. Operations Tools Lean Tools MGT 564 - First Day of Class Roadmap MRP Waiting Lines Forecasting Inventory Management Kanban Takt Time One Piece Flow 5S Standard Work Waste
  5. 5. Operations Tools Lean Tools MGT 564 - First Day of Class Roadmap MRP Waiting Lines Forecasting Inventory Management Kanban Takt Time One Piece Flow 5S Standard Work Waste TPS Genchi Genbutsu Heijunka Kaizen Muda Org Structure
  6. 6. Operations Tools Lean Tools MGT 564 - First Day of Class Roadmap MRP Waiting Lines Forecasting Inventory Management Kanban Takt Time One Piece Flow 5S Standard Work Waste TPS Genchi Genbutsu Heijunka Kaizen Muda Org Structure
  7. 7. Traditional Org Structure – Good Old Days Team Member { 10 - 15 } Team Leader { 3 - 5 } Supervisor { 2 - 5 } Asst. Manager { 2 – 4 } Manager
  8. 8. Traditional Roles & Responsibilities <ul><li>Team Member </li></ul><ul><ul><li>Make product / Keep the line moving </li></ul></ul><ul><li>Team Leader </li></ul><ul><ul><li>Backfill for absenteeism </li></ul></ul><ul><ul><li>Keep the line moving / make product </li></ul></ul><ul><li>Supervisor </li></ul><ul><ul><li>Juggle manpower and production schedules to… </li></ul></ul><ul><ul><li>Hit Daily Labor & Productivity targets </li></ul></ul><ul><ul><li>Chase part shortages </li></ul></ul><ul><ul><li>Team member performance reviews </li></ul></ul><ul><li>Continuous Improvement managed by Engineering Group </li></ul>
  9. 9. Traditional Org Structure – “Leaned out” Team Member { 10 - 15 } Team Leader { 3 - 5 } Supervisor { 2 - 5 } Asst. Manager { 2 – 4 } Manager
  10. 10. Traditional Org Structure – “Leaned out” Team Member { 10 - 15 } Supervisor { 2 - 5 } Asst. Manager { 2 – 4 } Manager
  11. 11. Traditional Org Structure – “Leaned out” Team Member { 10 - 15 } Supervisor { 2 - 5 } Asst. Manager { 2 – 4 } Manager Cell Lead
  12. 12. Toyota Org Structure - Assembly Trim Team Member Team Leader Group Leader Asst. Manager Manager Smallest Group - 4 TLs - 18 TMs Largest Group - 5 TLs - 23 TMs { 3 - 10 } { 2 - 5 } { 5 - 8 } { 4 - 10 } Charles
  13. 13. <ul><li>Team Member </li></ul><ul><li>Perform work to current standard </li></ul><ul><li>Maintain 5-S in their work area </li></ul><ul><li>Perform routine minor maintenance </li></ul><ul><li>Look for Continuous Improvement opportunities </li></ul><ul><li>Support Problem Solving small group activities </li></ul>Roles & Responsibilities <ul><li>Team Leader </li></ul><ul><li>Process start-up and control </li></ul><ul><li>Meet production goals </li></ul><ul><li>Respond to TL calls by TM </li></ul><ul><li>Confirm quality - routine checks </li></ul><ul><li>Cover absenteeism </li></ul><ul><li>Training and cross-training </li></ul><ul><li>Work orders for quick maintenance </li></ul><ul><li>Insure Standardized Work is followed </li></ul><ul><li>Facilitate small group activities </li></ul><ul><li>On-going Continuous Improvement projects </li></ul><ul><li>Insure parts / materials are supplied to process </li></ul><ul><li>Group Leader </li></ul><ul><li>Manpower / vacation scheduling </li></ul><ul><li>Monthly production planning </li></ul><ul><li>Administrative: policy, attendance, corrective actions </li></ul><ul><li>Team morale </li></ul><ul><li>Confirm routine quality and TL checks </li></ul><ul><li>Shift to shift coordination </li></ul><ul><li>Process trials </li></ul><ul><li>TM development and cross-training </li></ul><ul><li>Report / track daily production results </li></ul><ul><li>Cost reduction activities </li></ul><ul><li>Process improvement projects : productivity, quality, ergonomics, etc. </li></ul><ul><li>Coordinate major maintenance </li></ul><ul><li>Coordinate support from outside groups </li></ul><ul><li>Coordinate work with up-stream and down-stream processes </li></ul><ul><li>Group safety performance </li></ul><ul><li>Help cover TL absence </li></ul><ul><li>Coordinate activities around major model changes </li></ul>
  14. 14. <ul><li>Team Member </li></ul><ul><li>Perform work to current standard </li></ul><ul><li>Maintain 5-S in their work area </li></ul><ul><li>Perform routine minor maintenance </li></ul><ul><li>Look for Continuous Improvement opportunities </li></ul><ul><li>Support Problem Solving small group activities </li></ul>Roles & Responsibilities <ul><li>Team Leader </li></ul><ul><li>Process start-up and control </li></ul><ul><li>Meet production goals </li></ul><ul><li>Respond to TL calls by TM </li></ul><ul><li>Confirm quality - routine checks </li></ul><ul><li>Cover absenteeism </li></ul><ul><li>Training and cross-training </li></ul><ul><li>Work orders for quick maintenance </li></ul><ul><li>Insure Standardized Work is followed </li></ul><ul><li>Facilitate small group activities </li></ul><ul><li>On-going Continuous Improvement projects </li></ul><ul><li>Insure parts / materials are supplied to process </li></ul><ul><li>Group Leader </li></ul><ul><li>Manpower / vacation scheduling </li></ul><ul><li>Monthly production planning </li></ul><ul><li>Administrative: policy, attendance, corrective actions </li></ul><ul><li>Team morale </li></ul><ul><li>Confirm routine quality and TL checks </li></ul><ul><li>Shift to shift coordination </li></ul><ul><li>Process trials </li></ul><ul><li>TM development and cross-training </li></ul><ul><li>Report / track daily production results </li></ul><ul><li>Cost reduction activities </li></ul><ul><li>Process improvement projects : productivity, quality, ergonomics, etc . </li></ul><ul><li>Coordinate major maintenance </li></ul><ul><li>Coordinate support from outside groups </li></ul><ul><li>Coordinate work with up-stream and down-stream processes </li></ul><ul><li>Group safety performance </li></ul><ul><li>Help cover TL absence </li></ul><ul><li>Coordinate activities around major model changes </li></ul>
  15. 17. A Day in the Life at Toyota ( 1 of 5 )
  16. 18. A Day in the Life at Toyota ( 2 of 5 )
  17. 19. A Day in the Life at Toyota ( 3 of 5 )
  18. 20. A Day in the Life at Toyota ( 4 of 5 )
  19. 21. A Day in the Life at Toyota ( 5 of 5 )
  20. 23. <ul><li>Span of Control </li></ul><ul><ul><li>Communication / Responsiveness </li></ul></ul><ul><ul><li>Visual feedback & control </li></ul></ul><ul><ul><li>Workload </li></ul></ul><ul><ul><li>Personal contact - attendance </li></ul></ul><ul><li>T/L off-line up to 50% time </li></ul><ul><ul><li>No off-line repair workers </li></ul></ul><ul><ul><li>No “extra” people </li></ul></ul><ul><ul><li>No vacation relief </li></ul></ul><ul><li>Job rotation : Multi-function workers </li></ul><ul><li>Fluidity - Adjustments to cover absences </li></ul><ul><ul><li>Acting GL <-- TL -- > TM </li></ul></ul><ul><ul><li>Acting AM <-- GL --> T/L </li></ul></ul><ul><li>Development path: TM -> TL -> GL -> AM -> Mgr. </li></ul><ul><li>Developmental strength through internal promotion </li></ul>Key Points - Organization Span of Control includes the people, area, and equipment for which a floor leader is responsible.
  21. 24. Suzaki’s Mini-Company
  22. 25. Team Leader Daily Huddle
  23. 26. Typical Mini-company Glass Walls
  24. 27. Shop Floor Indicators Simple visual measures of key indicators that directly reflect workgroup performance by shift.  Scrap or Yield  Downtime  Productivity  Schedule attainment
  25. 28. Shop Floor Indicators (cont’d) <ul><li>Key Points: </li></ul><ul><li>Trend graph </li></ul><ul><li>Target Line </li></ul><ul><li>By Day / Shift </li></ul><ul><li>Numeric Data </li></ul><ul><li>Hand written by Operator or T/L </li></ul>
  26. 29. Production Analysis Board 7-8:00 Time 1st Shift Actual Plan Comment 8-9:00 9-10:00 10-11:00 11-12:00 12-1:00 1-2:00 2-3:00 3-4:00 Time 2nd Shift Actual Plan Comment 4-5:00 5-6:00 6-7:00 7-8:00 8-9:00 9-10:00 10-11:00 Hour 1 2 3 4 5 6 7 8 9 10 11-12:00 Time 3rd Shift Actual Plan Comment 12-1:00 1-2:00 2-3:00 3-4:00 4-5:00 5-6:00 6-7:00 20 20 20 20 20 20 20 20 20 40 60 80 100 120 140 160 20 20 20 20 20 20 20 20 20 40 60 80 100 120 140 160 20 20 20 20 20 20 20 20 20 40 60 80 100 120 140 160
  27. 30. Production Analysis Board 7-8:00 Time 1st Shift Actual Plan Comment 8-9:00 9-10:00 10-11:00 11-12:00 12-1:00 1-2:00 2-3:00 3-4:00 Time 2nd Shift Actual Plan Comment 4-5:00 5-6:00 6-7:00 7-8:00 8-9:00 9-10:00 10-11:00 Hour 1 2 3 4 5 6 7 8 9 10 11-12:00 Time 3rd Shift Actual Plan Comment 12-1:00 1-2:00 2-3:00 3-4:00 4-5:00 5-6:00 6-7:00 20 20 20 20 20 20 20 20 20 40 60 80 100 120 140 160 20 20 20 20 20 20 20 20 20 40 60 80 100 120 140 160 20 20 20 20 20 20 20 20 20 40 60 80 100 120 140 160 Hour by hour Process Metric Outcome Metric In support of achieving the daily
  28. 31. Attention is the Key! <ul><li>How to ensure data is regularly reviewed: </li></ul><ul><ul><li>Data is meaningful </li></ul></ul><ul><ul><li>What is it showing us? </li></ul></ul><ul><ul><li>Where to focus our effort? </li></ul></ul><ul><ul><li>What should we do to try to improve? </li></ul></ul><ul><li>Management must provide regular attention and guidance!! </li></ul>
  29. 32. Glass wall management
  30. 33. Team Leader Daily Huddle
  31. 34. Mini-companies at Delta Faucet
  32. 35. Make People before Product <ul><li>Importance of Skill-based training </li></ul><ul><li>Truly Empowering WG to think and act for themselves … with guidance. </li></ul>
  33. 36. Toyota Training / Development Matrix (1995)
  34. 37. Toyota Training / Development Matrix (1995) Programs aimed specifically at Coaching & Continuous Improvement
  35. 38. Problem Solving Models
  36. 39. Problem Solving / Suggestions <ul><li> TRADITIONAL </li></ul><ul><li>“ Throw it over the wall” </li></ul>Supervisor Team Member I’ve got an idea! It looks good to me. Give it a try! Review & Coach Let me talk with my team and see how I can test it. Team Member Supervisor EMPOWERED “ I can do most of it myself”
  37. 41. Toyota’s “Kata” for Continuous Improvement
  38. 42. Building Partnership Management <ul><li>Establish Culture </li></ul><ul><li>Set Direction </li></ul><ul><li>Provide Structure and training </li></ul>Workers <ul><li>Participate fully </li></ul><ul><li>Accept responsibility </li></ul><ul><li>Apply the tools to Continuously improve </li></ul>TRUST Provide Coaching Accept Coaching Partnership <ul><li>Mutual Respect </li></ul><ul><li>Joint Effort </li></ul><ul><li>Accountability to each other </li></ul>Fundamentally Attitude is key

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