Developing TPS Leaders to Achieve “Built in Quality”

Amy Moffatt, Senior Manager

Operations Management Development Division

TOYOTA Motor North America, Inc.AIAG/AAMA Southern Automotive Quality Summit – March, 2019

Introduction – Amy Moffatt - Professional

• BS Electrical Engineering

• MS Engineering and Technology Management

• Operations Management Development Division (OMDD) Sr Mgr, North

American Vehicle

• Toyota 11 years, OMDD 2 years

Introduction – Amy Moffatt - Personal

• Born and raised in Pinson, Alabama

• Married to Michel (from NYC)

• Two Children

– Lindsay, 11

– MJ, 9

• President of Southern Automotive Women’s Forum

TOYOTA Production System Organization

Product Support Manufacturing

OMDD (32 TMs)

• Toyota Plants

• Suppliers

• Toyota Logistics

Services

• Dealerships

• Other Toyota

Internal Groups

TSSC (22 TMs)

• Non-Toyota

Companies

• Non-profits

Customers are different but goal is the same…..

Work side-by-side to coach and develop TPS capabilities

TOYOTA Production System Organization

O PERATIONS

M ANAGEMENT

C ONSULTING

D IVISION

D EVELOPMENT

What is TPS?

Wikipedia says….

What is TPS?

Must Have

Strong Desire

to Improve

The TOYOTA Way

TOYOTA Production System

• Continuous Flow

• Takt Time

• Pull System

• Stop & Notify of

Any Abnormalities

• Separate Man and

Machine

StabilityHeijunka Standardized Work Kaizen

Highest Quality Lowest Cost Shortest Lead Time

Just-In-Time (JIT) Jidoka

TOYOTA Production System House

Role of OMDD – True North Thinking

Speed up the line –

we need more

output!!

Let’s study the line

and do Kaizen

quickly to produce

more efficiently!!

It is not easy because we have many things

to do and need to make quick decisions

True North Thinking

As you develop your TPS capability, it becomes

second nature and goals are reached and sustained

How We Develop Others

First…..

Set the Ground Rules and Gain Commitment to Set

the Culture

Second…..

Teach the Tools

Third…..

Apply

Ground Rules and Culture

Easiest to explain using TSSC Example

1. Top Leaders Must Show Commitment

2. Prioritize TPS Development

3. Internal Organization must be in place and ready to

sustain after OMDD gone

4. No Job Losses due to process reductions from activities

– reinvest manpower to improve continuously

5. Share Successes and Help Others

Ground Rules and CultureCreate an Environment Where….

1. Problems are seen as opportunities

2. Team Members feel comfortable bringing problems

forward

3. Team Members are encouraged to suggest

improvements

4. Management acts quickly to solve problems

5. Failure is ok as long as it is followed with reflection

and revision

TOOLS – Visualize, Visualize, Visualize

�����

Find the Problem

Show the Problem

Fix the Problem

Show the Result

TOOLS - MIFC

MIFCMaterial Information Flow Chart

TOOLS - SWStandardized Work

3 Elements

• Takt Time

• Work Sequence

• Standard In-process Stock

APPLY - Jishuken

TOYOTA – Sharing our Know-How

Must Have

Strong Desire

to Improve

TPS - Sharing Our Know-How

TOYOTA Production System Support Center

TOYOTA shares its know-how

Helps non-profits do more with less & strengthen manufacturing

in US

Why We Share

Grow and Maintain Jobs in our

Communities and in the USA

It is Good for the Economy

Give back to our Communities

Sharing Our Know-How

Two Types of Issues or Gaps

1.You are meeting target but need to get to

higher level of performance

2.You are not meeting target and need to

close gap to target

Example – Irwin Seating Company

• Good Problem to Have – Sharp Increase in

Customer Demand

• New Product Sold off Prototype – Little

Experience

• Proactive Approach by Reaching out to TSSC

Irwin Seating Companyhttps://www.tssc.com/projects/gi-irwin-vid.php

Example – Irwin Seating Company• ID and Visualize Issues

• MIFC – Smooth Flow

• Andon Responder

• Develop ability to visualize and Problem-Solve

• Collaboration (Grappler Ex)

• Results

• Output from 9K to 120K units/year

• 200 New Jobs

Example – SBP

• Could not Meet Customer Demand

• Additional Staffing Did Not Close Gap

• Realized Must Work Smarter

SBPhttps://www.youtube.com/watch?v=UyWXhzNYvg4&feature=youtu.be

Example – SBP

• Visualize Problems

• Computer to Whiteboard

• Ahead or Behind?

• Eliminate Waste (ex. Ladder sharking)

• Results

• Cut Construction Time in Half

• Shared Successful Way with folks in 4 other states

Rewarding JobAs challenging as the journey can be…..

the appreciation from the Team Member whose job was

improved

….And….

Seeing the pride in Team Members as they share their

successful application of TPS tools with others

…..makes it all worthwhile!!

Q & A