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1Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
The DNA of ToyotaDecoding the DNA of TPSMarek Piatkowski – January 2017
October 1999
Thinking win, Win, WIN
2Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
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
4Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Steven Spear
H. Kent Bowen
October 1999
5Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Decoding the DNA of TPS
Four-year study of the Toyota Production System
Inner workings of more than 40 plants in the United States, Europe, and Japan, some operating according to the system, some not
Studied both process and discrete manufacturers whose products ranged from prefabricated housing, auto parts and final auto assembly, cell phones, and computer printers to injection-molded plastics and aluminum extrusions
Studied not only routine production work but also service functions like equipment maintenance, workers’ training and supervision, logistics and materials handling, and process design and redesign
6Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Decoding the DNA of TPS
Toyota does not consider any of the tools or practices – such as Kanbans or Andon cords, which so many outsiders have observed and copied – as fundamentals to the Toyota Production System.
Toyota uses them merely as temporary responses to specific problems that will serve until a better approach is found or conditions change.
What’s curious is that few manufacturers have managed to imitate Toyota successfully – even though the company has been extraordinarily open about its practices. Hundreds of thousands of executives from thousands of businesses have toured Toyota’s plants in Japan and the United States.
Frustrated be their inability to replicate Toyota’s performance ,many visitors assume that the secret of Toyota’s success must lie in its cultural roots. But that’s not the case
So why has it been so difficult to decode the Toyota Production System? The answer, we believe, is that observers confuse the tools and practices they see on their plant visits with the system itself.
7Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
How to Improve
We found that the key to understand that the Toyota Production System creates a community of scientists.
Whenever Toyota defines a specification, it is establishing a set of hypotheses that can then be tested. In other words, it is following the scientific method.
To make any changes, Toyota uses a rigorous problem-solving process that requires a detailed assessment of the current state of affairs and a plan to improvement that is, in effect, an experimental test of the proposed changes.
With anything less than such a scientific rigor, change at Toyota would amount to little more than random trial and error – a blindfolded walk through life.
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 CauseWhy ?
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
Basic Cause &
Effect Investigation
Ask Why 5 times?
Investigation of
Root Cause
8Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
How to Improve
Identifying problems is just a first step. For people to consistently make effective changes, they must know how to change and who is responsible for making the changes.
Toyota explicitly teaches people how to improve, not expecting them to learn strictly from personal experience. That’s where the rule for improvement comes in.
Any improvement to production activities, to connection between worker and machines, or the pathways must be made in accordance with the scientific method, under the guidance of a teacher, and the lowest possible organizational level.
To make changes, people are expected to present the explicit logic of the hypothesis.
Frontline workers make the improvements to their own jobs, and their supervisors provide direction and assistance as teachers.
9Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
“Secret” of Toyota’s Success
To understand Toyota’s success, you have to unravel the paradox – you have to see that the rigid specification is the very thing that makes the flexibility and creativity possible.
The unspoken knowledge that underlies the Toyota Production System can be captured in four basic rules
These rules guide the design, operation, and improvement of every activity, connection, and pathway for every product and service
10Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
TPS System Rules
Rule 2:
Every customer-supplier
connection must be direct, and there must be a unmistakable yes-or-no way to send requests and receive responses
Rule 1:
All work shall be highly specified (standardized) as to content,
sequence, timing and outcome
Rule 3:
The pathway for every product and service must be simple and direct –
flow
Rule 4:
Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
11Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
TPS System Rules
Rule 2:
Every customer-supplier
connection must be direct, and there must be a unmistakable yes-or-no way to send requests and receive responses
Rule 1:
All work shall be highly specified (standardized) as to content,
sequence, timing and outcome
Rule 3:
The pathway for every product and service must be simple and direct –
flow
Rule 4:
Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
12Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Job Descriptions
Every single activity (work) must be specified as to its:
Content
Sequence
Timing
Outcome
This exactness must be applied not only to repetitive motions of production operator but also to the activities of all people regardless of their functional specialty or hierarchical role
For everything that people do there must a simple, well defined process.
Manager’s job is to make sure that we follow the process.
13Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
What is Standardized Work?
Standardized Work is the best know method for manufacturing products at a production worksite.
The principle behind the Standardized Work is to perform efficient production, in a consecutive sequence, by focusing on operator’s movements and systematically combining work tasks.
3. Standard Work Chart
1. Process Capacity Sheet
Created by:
Work Elements
(Working or Walking - Waiting is NOT a work element) # 1 # 2 # 3 # 4 # 5
1 Load cross bar 4.5 3.5 5.5 7.0 4.5 IW 4.5 A lot of walking
2 Load C bracket 6.5 4.5 5.5 5.5 IW 5.5 A lot of walking
3 Insert pins and screws 7.0 6.0 7.0 6.0 VA 6.0 Using both hands
4 Start the machine 1.0 1.0 1.0 1.0 IW 1.0
x Waiting for machine to cycle 7.0 7.0 7.0 7.0 W 7.0 Waiting - 7 seconds
5 Unload C bracket 4.5 10.0 4.5 4.5 IW 4.5 Walk and inspect
6 Unload cross bar 5.0 5.0 4.0 4.0 IW 4.0 Walk and inspect
Total 25.5 30.0 27.5 28.0 25.5
* Type of work includes one of the three: VA, IW or Waste
** Best time = lowest repeatable time that can be performed on regular basis (Standard operating time)
Notes#Best
Time**
Process Capability
Operator Time Observations
Total Cycle Times Type of
Work*
Line / Section Date Part Description
2. Standard Work Combination Table
14Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Why Standardize?
To standardize a method is to choose out of many methods the best one, and use it.... What is the best way to do a thing? It is the sum of all the good ways we have discovered up to the present. It, therefore, becomes the standard.
Today’s standardization...is the necessary foundation on which tomorrow’s improvement will be based. If you think of “standardization” as the best you know today, but which is to be improved tomorrow - you get somewhere. But if you think of standards as confining, then progress stops.
Henry Ford - Today and Tomorrow
1926
15Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Standardized Work
Standardized Work is the best known method for manufacturing products at a worksite.
Standardized Work is a development of a starting point to measure the interaction between operator, machine, and materials to be used as a problem solving tool.
Principles behind the Standardized Work:
to perform production efficiently
in a consecutive sequence
by focusing on operator movements and
by systematically combining work elements
16Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Job Breakdown Sheet – Operating room
Major Steps Keypoints Reasons for Key points
Prep the patient 1. Set out central line kit 2. Check lab reports
3. Lay patient on back
4. Place rolled up towel between patient’s shoulderblades
1. immediate access to materials 2. prevents potential adverse affects of
the procedure/check to see if
procedure could be potentially harmful
to the patient 3. makes access to vena cava easier
4. makes finding the clavicle easier
Apply anesthetic 1. Swab chest with antiseptic
2. Inject 5cc’s of lidocaine
1. prevents infection
2. keeps the patient from feeling excessive pain
Insert needle into vena
cava
1. Find clavicle
2. Puncture chest with right under the clavicle 3. Continue to push needle into the subclavian vein with a
steep angle
4. Pull back on the syringe
5. Pull syringe off, leaving the needle in place
1. makes locating the vena cava easier
2. finds subclavian vein 3. avoid puncturing the lungs
4. indicates if the needle is in the vena
cava or an artery. Maroon blood
indicates vena cava, red blood, artery. 5. helps to put the guidewire in place
Insert guidewire 1. Insert guidewire into the needle’s bore and into the vena cava
2. Do not force in
3. Do not let go
4. Do not let wire touch anything unsterile
1. serves as a placeholder for the dilator and the central line
2. prevents damaging the vena cava or
the heart
3. prevents loss of the wire inside the patient
4. prevents infection
Dilate the puncture point 1. Remove needle and replace it with a thick plastic 1. the plastic widens the vein opening
Put in the central line 1. Remove plastic, thread the line over the wire until it is all the way into the vena cava
2. Remove wire
3. Flush the line with heparin solution with a syringe 4. Suture the central line into the chest
1. inserts the central line into the vena cava 2. wire is no longer needed
3. removes fluids out of the central line
4. keeps the line in place
17Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Standardized Work for Supervisors
All activities performed by a Supervisor must be defined as a standard process
A standard process is defined as:
knowing what to do
knowing when to perform the activity
knowing why it needs to be done
knowing who should do it
knowing where the activity should take place
knowing how to perform the activity
Supervisor follows Standardized Work process
18Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Time Elements of Supervisor Activities
All daily activities to be grouped into ten major elements of a work day:
1. Pre-shift activities
2. Shift start-up activities
3. Post start-up activities
4. After 1st break activities
5. Before lunch activities
6. After lunch activities
7. After 2nd break activities
8. Shift to shift review
9. End of shift activities
10. Incidental activities
20Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Work Standards vs Standardization
Your companies have and use operating standards:
Quality standards
Accounting standards
Safety standards …
Rule 1: All work shall be highly specified (standardized) as to content, sequence, timing and outcome
Do not confuse rules, regulations and policies with work standards
Do your employees know the best way to perform their jobs?
Is everybody performing their work use the best know method?
21Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
TPS System Rules
Rule 2:
Every customer-supplier
connection must be direct, and there must be a unmistakable yes-or-no way to send requests and receive responses
Rule 1:
All work shall be highly specified (standardized) as to content,
sequence, timing and outcome
Rule 3:
The pathway for every product and service must be simple and direct –
flow
Rule 4:
Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
22Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Connections
Every connection must be:
standardized and direct
explicitly specifying the people involved, the form and quantity of the goods and services to be provided
the way requests are made by each customer and
the expected time in which the requests will be met
The rule creates a supplier-customer relationship between each person and the individual who is responsible for providing that person with specific parts or service
As a result there is no gray zones in deciding who provides what, to whom and when
24Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Connections
When an operator makes a request for a part, there is no confusion about the supplier, the number of units required, or the timing of the delivery
Similarly, when a person needs assistance, there is no confusion over who will provide it, how the help will be triggered, and what services will be delivered
The connections are smooth as passing of the baton in the best Olympic relay team because they are carefully thought out and executed
25Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Importance of Connections
Other companies devote substantial resources to coordinating people, but their connections generally aren’t so direct and explicit
Requests for materials or assistance often take a convoluted route from the line worker to the supplier via an intermediary
Any supervisor can answer any call for help because a specific person has not been assigned
The disadvantage of that approach, as Toyota recognizes, is that when something is everyone’s problem it becomes no one’s problem.
26Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Importance of Connections
The requirement that people respond to supply requests within a specific time frame further reduces the possibility of variance
That is especially true in service requests
A worker encountering a problem is expected to ask for assistance at once
The designated assistant is then expected to respond immediately and resolve the problem within the worker’s cycle time
28Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Problems in Creating Connections
The striking thing about the requirement to ask for help at once is that it is often counterintuitive to managers who are accustomed to encouraging workers to try to resolve problems on their own before calling for help
But then problems remain hidden and are neither shared nor resolved companywide
The situation is made worse if workers begin to solve problems themselves and then arbitrarily decide when the problem is big enough to warrant a call for help
Problems mount up and only get solved much later, by which time valuable information about the real causes of the problem may have been lost
29Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
TPS System Rules
Rule 2:
Every customer-supplier
connection must be direct, and there must be a unmistakable yes-or-no way to send requests and receive responses
Rule 1:
All work shall be highly specified (standardized) as to content,
sequence, timing and outcome
Rule 3:
The pathway for every product and service must be simple and direct –
flow
Rule 4:
Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
30Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Importance of Flow
The time for any individual person or and item to move from the start to finish of the process should be as short as possible
Elimination of stops and waiting time in a process should be one of your key concerns
Why? – do we understand?
Every time the work stops we consume resources and add costs but we do not add
any value
31Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Principles of Flow
TPS forces us to think about processes from the moment when customer is placing an order to the moment when customer is receiving the output of the process
Improving the service to customers and reducing whole-process costs and cycle times will often mean reducing the efficiency of individual process steps. Too often we optimise individual steps, not the whole process
Flow is about how
People
Information and
Products (Materials)move and interact with each other from the start to the end of a production or service process
Flow is about what happens to them and how the process overall compares to what could be seen as a perfect flow.
32Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
TPS Operating Principles
Lead Time - Strive continuously to find and implement ways to shorten the time it takes to convert customer order into a finished product.
Manufacturing Efficiency – the goal is to get the material in and out as quickly as possible
Machine and manpower utilization is defined by how quickly they support this goal - NOT as in a traditional maximum utilization approach
Continuous Flow of Production - is the quickest way for material to get from point A to point B, with the shortest lead time and least amount of work-in process in between.
A smooth continuous flow will result in gains in productivity and quality
33Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Information Flow and Material Flow
Material Flow
Operation
Information Flow
Full
Skid
Must be in “real” time
34Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Production and Material Flow Strategy
Create Material Flow in Production
Design and Implement Production Cells (CCF)
Operator Flow – no waste
Material Flow internal to Production Cells
Standardized Work
Flow Through Pick, Pack and Ship
Create a Materials Management Organization
Develop Plan-For-Every-Part
Design and build Supermarkets
Design and implement delivery routes
Implement pull signals
Schedule production in small lots
Implement flow from Production to Customer
35Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Create Organization to Support Flow
Create multiple process responsibility - multi process handling
Arrange a system so employees perform several tasks that match the Takt time according to the work sequence.
Develop multiple skilled employees - provide several levels of training to the employees so they
can operate various types of equipment
do various kinds of work and perform other work besides that for which they are directly responsible
Perform work while standing
36Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Material Movement Objectives
Achieve a lean material flow by reducing the time it takes from order to delivery by
eliminating sources of waste in receiving, storage, flow of production material and
shipment of finished goods products
Produce and deliver what the Customer wants and when the Customer wants it
Customer is the next step in every process!
37Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Flow in Production
Create successive production
Manufacture and assemble each single piece or unit in the process order so the product will flow one after the other between workstations or processes
Create multi-process operations
Initiate small lots production
Shorten the die-change time or changeover process in lot production processes and keep the lots small
Design and implement work cells
Layout equipment according to the sequence of production
Synchronize and balance work to Takt Time
Develop flow work, people and material in and between work cells
38Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
TPS System Rules
Rule 2:
Every customer-supplier
connection must be direct, and there must be a unmistakable yes-or-no way to send requests and receive responses
Rule 1:
All work shall be highly specified (standardized) as to content,
sequence, timing and outcome
Rule 3:
The pathway for every product and service must be simple and direct –
flow
Rule 4:
Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
39Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Toyota’s Philosophy Statements
People who are the most knowledgeable of any manufacturing operation are people who perform that job daily – their involvement is critical to the success of implementation of Lean Manufacturing
Teamwork is a foundation of Lean Transformation – all employees are required to participate and follow rules and principles of Lean Manufacturing
A manager’s or supervisor’s role consists of leading problem solving activities in a multi-skilled, cross-functional team environment
40Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Continuous Improvement must be Leadership driven
Continuous Improvement is a process of discovering and eliminating problems –elimination of Waste
There are two types of CI activities – methods improvements and equipment improvements
Leaders must be skillful in identifying these problems and leading Continuous Improvement activities to eliminating them
Production Leaders (Supervisors) must become experts in Standardized Work
They should be able to analyze, study, and simplify work methods. It is a starting point for making improvements
41Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Continuous Improvement activities
Toyota does not expect their employees to initiate any CI activities or to learn how to conduct improvements strictly from their personal experience
Toyota explicitly teaches people how to improve
Toyota provides training and creates environment to foster (to encourage) Continuous Improvement activities:
Quality circles
Suggestion program
Daily problem “Auctions”
Kaizen events
Etc …
42Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Problem Solving process
TPS creates a community of scientists and analysts
Toyota uses rigorous problem solving process that requires a detailed assessment of the current state of affairs and a plan for improvement
With anything less than such a scientific rigor, change would amount to little more than random trial and error – a blindfolded walk through life
This process actually stimulates operators and managers to engage in the kind experimentation that is widely recognized as a starting point of Continuous Improvement
43Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
2. Analyze the Current
Situation
1. Clarify the Goal
3. Generate Original
Ideas
4. Develop
Implementation Plan
5. Implement the Plan
6. Evaluate the New
Method
2. Analyze the Current
Situation
1. Clarify the Goal
3. Generate Original
Ideas
4. Develop
Implementation Plan
5. Implement the Plan
6. Evaluate the New
Method
Standardized CI methodology
44Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
TPS - Problem Solving 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 CauseWhy ?
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
Basic Cause &
Effect Investigation
Ask Why 5 times?
Investigation of
Root Cause
45Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Problem and countermeasure
46Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
1
3
2
6
7
8
10
9
5
DESCRIBE THE PROBLEM – What? What?
Where? Where?
When? When?
How Many? How Many?
The
Problem Is:
Actual
Should Be:
UNDERSTAND NEEDS & REQUIREMENTS – Examine the applicable policies, procedures, regulations and specifications. Understand the expectation of the customer (for internal processes, know what the next operation expects).
Start
End
ProcessStep
ProcessStep
ProcessStep
ProcessStep
Multi-Document
Decision?Yes
No
45
26
10 84 4 2 1
0
10
20
30
40
50
60
70
80
90
100
Wrong Part Wrong
Quantity
Duplicate
Part
Wrong
Customer
Document
Error
Packaging
Damage
Wrong
Price
Dimensional
Reject
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
USE A TEAM APPROACH -Collaborate with relevant team members from various levels, functions and organizations, as necessary. Involve those closest to the process - they usually know it best.
Samples (Time)
Resp
on
se
Process
Capability
Study
Process
Control
Process
Improvement
Process
Control
Use quantifiable terms and facts.
COLLECT & ANALYZE DATA – Collect data relevant to the problem using check sheets, comparisons, observations and interviews. Display data using appropriate charts/graphs. What does the data tell you?
Design of Experiments
The objective is:
DRIVING FORCES RESTRAINING FORCES
Force Field Analysis
IDENTIFY ALTERNATIVES & SELECT A SOLUTION - Check for resource constraints. Perform experiments or pilot tests to help.
PREPARE A PROJECT PLAN - Answer: Who? What? When? Where? How? How Much? Be prepared to present your recommendation for approval.
7 14 21 28 5 12 19 26
$
$$
$$
$$$
Project PlanEst.
Cost
2 Layout flow Team A 4 weeks
1 Kick-off D.W. 1 day
2 weeks
4 Move/Set-Up Team B 2 days
Task#
5 Validation Q.C. 1 day
3 Pilot tests J.C.
April May
Dura.Resp.
IMPLEMENT THE SOLUTION - Create a detailed task list. Communicate responsibilities effectively. Execute the plan. Follow-up regularly until complete.
MEASURE, MONITOR & CONTROL YOUR RESULTS - Measure the results to ensure the problem was truly fixed. Continually or periodically monitor performance to verify that it stays fixed. Repeat steps 1 thru 10, as necessary.
GET LEADERSHIP APPROVAL & SUPPORT - Seek guidance, suggestions, support and approval from your leader, process owner, customer, supplier and/or other affected stakeholders.
LCL
UCLTarget
Capable &
In Control
x's +/- y's
Factors Levels Responses
(Settings)
Mold Temp. Degrees F.
Ram Press. Psig
Moisture Percent (%) y=f(x)Ram Speed Inches/Sec.
Mold Gate Size (.000)
Time Seconds
(Variables, Inputs) (Outcomes, Characteristics)
Voids,
Shrinkage,
Flash
Type of E rro r
Occ
urre
nces
4IDENTIFY POTENTIAL CAUSES - Brainstorm to identify potential root cause(s) that may have caused the problem to occur (these are candidates for additional data collection). Ask “Why?” five times to reveal the root cause. Confirm assumptions with data.
Why?Why?
Why?Why?
Why?
(Potential Cause)
Manpower
(Effect)
Problem
Machine
MaterialMethods Environment
Avg.
X' Axis
Time or Sequence
Y' A
xis
Me
asu
rem
en
t
#
Detailed Task List
Task Assigned To Date Due Results Achieved
M Tu W Th F
A I III II I
B I II I II
C IIII I III IIII III III IIII II
P/N: XYZDWG2-2 B2
Problem Solving
©2005 Par ker H annifin Cor porati on
10-Step
Method
History
Trend
47Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
TPS System Rules
Rule 2:
Every customer-supplier
connection must be direct, and there must be a unmistakable yes-or-no way to send requests and receive responses
Rule 1:
All work shall be highly specified (standardized) as to content,
sequence, timing and outcome
Rule 3:
The pathway for every product and service must be simple and direct –
flow
Rule 4:
Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
48Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
How Toyota’s Workers Learn these Rules
Toyota’s managers do not tell workers and supervisors specifically how to do their work
Rather, they use a teaching and learning approach that allows their workers to discover the rules as a consequence of solving problems
The manager teaching a person, will come to the work site and, while the person is doing his or her job, ask a series of questions:
Show me how do you do this work?
Show me how do you know you are doing this work correctly?
How do you know that the outcome is free of defects? Show me.
Show me what do you do if you have a problem?
49Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
TPS System Rules
Rule 2:
Every customer-supplier
connection must be direct, and there must be a unmistakable yes-or-no way to send requests and receive responses
Rule 1:
All work shall be highly specified (standardized) as to content,
sequence, timing and outcome
Rule 3:
The pathway for every product and service must be simple and direct –
flow
Rule 4:
Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
50Marek.Piatkowski@Rogers.com
Decoding the DNA of Toyota Introduction
Thinking win, Win, WIN
Changing the World. One Transformation 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 PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.comhttp://twi-network.com
Thinking win, Win, WIN
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