SBS Presentation Leading the Lean Enterprise Transformation · Thus lean leaders, including Toyota, add “Human Development” to the TOP of their targeted measurements list The

regSimpler regSimpler

hellipBuilding Strategic Advantage through Enterprise Wide Improvementhellip

copy 1996-2008 Simpler Business Systemreg 110copy Simpler Consulting LP 1996-2008 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members and Simpler Clients

SBS PresentationLeading the Lean Enterprise Transformation

MAJOR THEMES

EXPECTATIONS amp MEASUREMENTS

LEAN LEADERSHIP CHALLENGES

ORGANIZING FOR LEAN SUCCESS

What is LeanThe Two Pillars of Lean ndash ldquoTrue Northrdquo

What is Lean

Identification of Waste

Removal of Waste

Operating Room Waste

Operating Room ndash Improved Flow

What is Lean

Current State

Improved State

Solve Problems

ExposeProblems

ldquoOur own attitude is that we are chartered with discovering the best way of doing everything and that we must regard every process employed in the business as purely experimentalrdquo Henry Ford

ldquoTrue NorthrdquoValue Added Time = Lead Time

At Local LevelWith ldquoGuidancerdquo

ldquoImprovement with Guidancerdquo

ldquoIf you assume that things are all right the way they are you canrsquot do Kaizenrdquo Tiichi Ohno

Toyota WayT

Human DevelopmentbullEverything in TQC begins with awareness of the customerbullOur ultimate goal in TQC is to earn customer satisfactionbullWe at Toyota come to TQC with the frank admission that we had problems with qualitybullTQC helped Toyota become a pioneering winner of the Deming Prize in 1961

Masao Nemoto Senior Managing Deputy Toyota Motors

Lesson One

Value Stream Analysis Provides the Improvement

Value Stream Map

Area Home IV Infusion

Current State

Business CaseIncrease production efficiency

Decrease delays for patient

Capitol Cost Avoidance

Value StatementProvide safe effective and accurate meds and information to the patient at lowest cost

Key RequirementsRPH

Technician Involvement

USP Compliant

Order from Doctor

MeasurementsCost Avoidance Rent Reduction

Reduced Inventory $

Reduced Patient Flowtime

Increased Quality for Patient

IDEAL STATEON DEMAND

DEFECT FREE1 BY 1

LOWEST COST

Go to the Gemba

Walk the Gembutsu

Value Stream Maps

Area Home IV InfusionIdeal State

BUSINESS CASEIncrease production efficiency Decrease delays for patient Capital Cost Avoidance

VALUE STATEMENTProvide safe effective and accurate meds and information to the patient at lowest cost

KEY REQUIREMENTSRPH Technician Involvement USP CompliantOrder from Doctor

MEASUREMENTCost Avoidance Rent Reduction

Reduced Inventory $ Reduced Patient Flowtime

IDEAL STATEON DEMAND DEFECT FREE 1 BY 1 LOWEST COST

Focus = Just the Value Added

Learning = Begin to ldquoSee Wasterdquo

Value Stream Map

Area Home IV Infusion Future StateBUSINESS CASE

Increase production efficiency

Capital Cost Avoidance

Key RequirementsRPHTechnician InvolvementUSP CompliantOrder from Doctor

MEASUREMENTSCost Avoidance Rent Reduction

Reduced Inventory $Reduced Patient Flowtime

IDEAL STATEON DEMANDDEFECT FREE1 BY 1LOWEST COST

The 6-18 month improvement plan

Lesson Two

Think 5X

OLD PROCESS

Typical Process = 23 VA

NEW PROCESS

Typical First ldquoPassrdquo = Drop frac12 - StepsHandoffsErrorsTimeWaste

Typical 4th5th ldquoPassrdquo = Drop 90- StepsHandoffsErrorsTimeWaste

Lesson Three

It is AlwaysMore Than

You Think

World Class Benchmarking

ldquoBatchrdquoSystem

ldquoToyotardquoSystem (Lean)

Inventory Turnover 3x 30x Cash Generation

Customer Complaint Rate 10000ppm 100ppm Turns

Company Into

CustomerLead Time

- 95A Growth Company

Space -90

Productivity 1x 4x Margin Improvementldquo2rdquo ptsyr for 6 yrs

MOST DONrsquoT REALIZE HOW HIGH ldquoHIGHrdquo REALLY IS

Lesson Four

MeasurementCan beSimple

Measuring Lean

Toyota Production System Vision of the Ideal ndash True North

Customer Satisfaction = Quality - 0 Defects Delivery ndash Lead Time = Value Added Time Cost ndash 100 Value Added Work

Improvement in Q D amp C drives ALL financial performance measures

Measuring LeanLean is a PEOPLE DRIVEN PROCESS

Thus lean leaders including Toyota add ldquoHuman Developmentrdquo to the TOP of their targeted measurements list

The priority ranking for improvement is HDQD amp CP But lean enterprises expect world class annual improvement

rates (ldquoDouble Digitsrdquo) in all four categories

ldquoThere can be no successful Monozukuri (making things) without Hito-Zukuri (making people)rdquo

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Market Share

Relative Quality

(percentile)

Higher Relative Quality = Higher ROI ndash At Any Market Share LevelPIMS Principles R Buzzell amp B Gale

US Customer Behavior Study

Customers who have been disappointed by defects malfuntions and other basic quality problems 90 go away without saying anything and DO NOT RETURN

85 of those people tell AT LEAST 9 other people of their dissatisfaction 15 voice their dissatisfaction to AT LEAST 20 other people

Every REPORTED quality problem should be treated as a ldquogolden nuggetrdquo ndash the beginning of the next

improvementSource TARP ndash Technical Assistance Research Program

Lesson Six

Short Consistent

Lead Times

Provide Growth

Lean Conversion Impact

J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A1988 1989 1990

ldquoMonthly Shipmentrdquo Months Past Due

ldquoDaily Shipmentsrdquo

Delivery Performance

Moved from delivery once a month to daily in 2 frac12 yrsMoved from 0 on time to 100 on time

95 Reduction in Throughput TimeLead Time

5 ldquopasses through the Value Streamrdquo

Reducing Lead Times by frac34=Growing 2-4 Times Industry Rate

Company Business Lead TimeDifference

Growth Average

Atlas Door Industrial Doors

Ralph Wilson Plastics

Decorative Laminates

Thomasville Furniture 70 2x

Lean can reduce lead time of all customer sensitive processes ndash EG Product Development Application Engineering Order Entry Corrective Action

Lesson Seven

The Fastest Way to Increase Capacity is hellip

Lean Transformation

1987 1988 1989 1990

Jacobs Space Recovered

of total square footage

frac12 of floor space freed up in 1 yrfrac34 of floor space freed up in 3 yrs

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

Lean Conversion ImpactJacobs Productivity Trend

Kits Packed100 hours

1989 Plan 1989 Actual

+86productivity

GK to Pres Tool Group

Few firms measure productivity ndash

Even fewer push double digit improvement rates

ldquoWe set really high targets and then try like crazy to get there If we donrsquot reach a target we try to figure out why we fell short What stopped us Is there anything we can do to take another steprdquo

David Absher TMMNA

JACOBS PRODUCTIVITY TRENDKits Packed100 Hours Worked

+271Productivity(after 5 yearsof conversion

Note Implementation stopped 990 Restarted 192

Lean Event Activity Drives Results

Lesson Ten

As a Leader

It will take 70 of your timefocus to get double digit gains in productivity

But 30 of your timefocus will get double digit gains in people development quality and delivery cycle times

Lesson Twelve

PEOPLE ARE THE FOUNDATION OF

ALL IMPROVEMENT

ldquoWE BUILD PEOPLE

BEFORE WE BUILD CARSrdquoTOYOTA

Toyota Style HabitsBehaviors

bull Be a mentor and a role modelndash People development is 1 True North goal

ldquowe build people before we build carsrdquobull The key to people development is mentoring

ndash Thus mentoring is the 1 skill of Toyota leadersraquo You demonstrate mentoring skill through the

development amp performance of those who work for you problem solving

raquo You CANNOT be promoted until you have demonstrated your desire and ability to mentor

ldquoGood leaders do not produce more followers Good leaders produce more good leadersrdquo Takashi Harada Toyota OMCD

Jake Brake-1987 to 1998

ndash Sales 380 of 1987ndash Productivity 470 of 1987

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lean has positive impacts on both the Income Statement and Balance Sheet

bull Income Statementndash Total Sales

bull Grows at 2-4X industry growth rate due to short DELIVERY TIMEbull Grows due to improved QUALITYbull Grows due to faster lower cost NEW PRODUCT DEVELOPMENT

ndash Cost of Salesbull Is reduced due to productivity growth

ndash Selling General amp Administrative Costsbull Is reduced due to productivity growth

ndash Financing Costsbull Reduced as inventory goes downbull Debt paid down with increased income

bull Balance Sheetndash Inventory

bull Reduced dollar value of inventoryndash Sales growth requires less working capital

ndash Fixed Assetsbull Frees up both floor space and machine capacity

ndash Sales growth requires less fixed capital

bull Net net = A Synergistic Impact on ROA amp ROE

PDQDC DRIVE ALL FINANCIAL METRICS

Manufactured Fireplace Firm ndash 7 years of lean

bull Recordable accident rate -81bull Warranty costs -69bull Lead time 6 weeks 5 days

ndash Mixed truck load build to dealer orderbull Complete and on time 84 98bull Enterprise productivity +38bull Inventory turnover +171bull Salessquare foot +131bull Operating income percent +221bull Return on assets +237bull Cash flow +519

HDQD amp C Drive all Financial Metrics

bullTrue North improvements are all ldquodouble digitrdquo gainsbullFinancial improvements show TN synergy with ldquotriple digitrdquo gains

Lesson Seventeen

ldquoFeels Wrongrdquo

ldquoIt Just Doesnrsquot Feel Rightrdquo

bull The principles of lean can easily be absorbed in a one-half day classroom session BUT

bull The intellectually easy to grasp principles such as ldquoone-piece flowrdquo GO AGAINST THE TRAINING AND PRACTICES OF OUR WHOLE PRIOR CAREERS

ldquounderstanding theory in the head is NOT the problem The problem is to remember it in the body to make it instinctive

Taiichi Ohno ldquoThe Evolution of the Toyota Production Systemrdquo

Unpublished manuscript

It Just Doesnrsquot Feel Right

The Core Concepts of Lean are not Complex Ideas but they are Difficult to apply because they are the OPPOSITE of what we currently believe

From we need to ldquofire fightrdquo todayrsquos problems quickly Tohellipwe need to ask ldquowhyrdquo five times

From seeing people as the source of problems Tohellipseeing processes as the source of problems

From ldquoA supervisorrsquos ldquonatural urgerdquo to redeploy the lowest performer from a work team whose area has been Kaizenedrdquo Tohelliprdquoalways redeploying the best team membersrdquo

From ldquoYou go to class to learnrdquo TohellipManagement teaches by example ndash guiding associates through developmental experiences

ndash learn by doing

From ldquoWhat matters is how good we arerdquo TohelliprdquoWhat matters is how fast we are improvingrdquo

Itrsquos not hard to understandhellipItrsquos hard to do

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

The Learning Curvebull You can only really learn lean production by OJT (the ldquodirty handsrdquo method)bull If you spend a full week on a Kaizen event improving a small area of your

operation it will take a dozen weeks of the OJT to give ldquoBASIC TRAININGrdquo in lean production (at a Kaizen eventmonth pace this takes one year)- GRADE SCHOOL

bull If you continue to gain personal experience in full-time week-long ldquodosesrdquo it will take about 36 weeks of OJT before you are COMPETENT with most of the lean ldquotoolsrdquo- HIGH SCHOOL

bull However it will take about 60 weeks or more of OJT (about 5 years) for you to be fully competent with the ldquotoolsrdquo and also fully BELIEVE in the principles-COLLEGE

bull ldquoInstitutionalizingrdquo the behaviors that are the foundation for a new continuous improvement culture takes more like 100 events + a decade of lean transformation leadership experience - GRADUATE SCHOOL

EVERYONE underestimates the length of the learning curve

Toyota has long maintained that the Toyota Way can only be grasped through constant

practice in the workplace under the tutelage of a deeply

experienced MasterFortune February 7 2005

ldquoSome lessons canrsquot be taught They must be lived to be learnedrdquo

Lesson Nineteen

Lean Participation

Creates New

Attitudes and Behaviors

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

Waste and Improvement

REVERSAL OF ldquoLAW OF DIMINISHING RETURNSrdquoRepeat Kaizens on the Same Part Number

FNGP Ligonier Indiana Factory 1992-94FEB1992

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

Number of associates

21 18 15 12 6 3 3

Pieces made per associate

55 86 112 140 225 450 600

Spaces utilized (sq ft)

2300 2000 1850 1662 1360 1200 1200

Baseline performance before start of lean initiative on this three-shift operation with seven associates per shift

During this period OSHA reportable accidents and Workerrsquos Compensation costs both declined by more than 92 Total capital spending over this period was less than $1000 for a right-sized in-line painting system permitting single-piece flow Source Shingo Prize Examination

At least 6 complete reviews of each process are necessary to achieve full lean results

Given good preparation and follow up more Kaizen events = more results

Organizing for Lean Success

Organization Changes that Support the Lean Conversion

Lesson Twenty Six

There is a Level of Full Time Support and Team Activity

Needed to Sustain

ldquoDouble Digitrdquo

Annual Gains in HDQD amp C

Organizing for Lean

Innovationplanning

Innovation Planning

Running the Business

Daily Management(Run the Business Processes)

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

Western Perception of Job Functions

Lean Enterprise Perception of Job Functions Source IMAI amp Koenigsaecker

GOAL= STEADILY INCREASE THE PORTION OF THE ORGANIZATION THAT WORKS FULL TIME ON IMPROVEMENT

0 100 of Time Spent

Organizing for LeanAlignment-Short TermLean Development Team

Our organizations are built around ldquofire fightingrdquo ndash to start ldquoimprovingrdquo you MUST commit some resources FULL TIME to improvementSuccessful lean conversions have 3 of their employees dedicated FULL TIME to improvement efforts by their 3rd year

The 3 should roughly be1 - future sensei ndash 56 years of FT team1 - future GMsVSMs ndash 23 years on FT team1 - supervisors middle managers ndash about 1 year on FT team

Start with AT LEAST 1 FULL TIME improvement process person per value stream A good formula is to allow the addition of 1 full time Lean team addition for every 5 employees ldquofreed uprdquo through Kaizen eventslean deployment

The Lean Development Team leader should be the site

ldquoheir apparentrdquo

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

Top Management RoleSuccessful lean conversions are ALWAYS led from the top

Key tasks for executive leadership

Select a ldquosenseirdquo to guide you

Pick an important Value Stream for your initial focus

Set HDQD amp CP goals

Conduct Value Stream Analysis

Dedicate 3 of Value Stream personnel to full time lean team

Initiate improvement events at N10 pace results + learning + culture building

Participate full time in one 3 day value stream analysis plushellip

YOU CANrsquoT DELEGATE LEADERSHIP

Spend 1 FULL WEEK early on as a member of a ldquostandard workrdquo team in one of the operations plushellip

Spend 1 FULL WEEK on an administrative process improvement team

Establish a plan to get all senior leadership a dozen full time event experiences

1 a month for first 3 months

1 a quarter there after

Make full time participation a condition of participation in any bonus program

Arrange for a member of the executive leadership team to be on hand for each ldquoFriday Morning Report-outrdquo session during their Kaizen event weeks

This simultaneously shows corporate support AND educates the executive staff on the lean conversion process

Hold a monthly review of improvement projects amp results for all locations that have begun the lean conversion process (Strategy Deployment)

The ldquoanti-bodiesrdquo must be addressedhellipand this needs to be done in the first 3 months

Mgmt role contrsquod

ldquoAt Toyota leading is not treated as a discipline distinct from doing rather the authority of leaders derives fom their proficiency as practitionersrdquo

Source Inculcating Culture the Toyota Way The Economist

Putting the System to work

To benefit from the Toyota Business System companies must satisfy three basic conditions

1 Top management MUST MAKE A STRONG AND VISIBLE COMMITMENT to the system MUST PARTICIPATE DIRECTLY in implementing the system and MUST INSTRUCT MIDDLE LEVEL MANAGERS TO DO LIKEWISE

2 All employees must participate in the system

3 The companies must put in place a solid framework for cultivating capable leaders and for providing employees with necessary practical skills Source The Toyota Production System TMC

Putting the System to work (contrsquod)Once top executives recognize that corporate survival depends on fundamental change THEY MUST LEAD THAT CHANGE THEMSELVES

They must venture into the workplace

They must let employees know what kind of change they envision and why

They must put middle management on notice that managersrsquo jobs will hinge on active cooperation in promoting change

You canrsquot manage a lean conversion ndash

YOU HAVE TO LEAD IT

Putting the System to Work (contrsquod)

Next executives must translate their commitment into an organizational framework They should begin by establishing a task force under a capable leader to set up a showcase production line

That line becomes a staging area for disseminating the new production concepts throughout the company

Members of the original task force supervise work in implementing the concepts on other production lines

Source The Toyota Production System Toyota Motor Corporation

BENCHMARK LEAN LEADERSHIP DEVELOPMENT

bullDANAHER IMMERSIONbull13 weeks of full time Leanbull9 Events + 3 Strategy DeploymentEVSAbullPersonal Mentor + Assessor

bullHNI EXECUTIVE DEVELOPMENTbull4 Event Weeks in first 6 monthsbullProduction Standard Work Value Stream Analysis Administrative Standard Work 3Pbull+ 3 Additional Event Experiences every year-as a condition for bonus plan participation

SENIOR EXECUTIVES MUST LEARN TO ldquoSEE WASTErdquo

Laying the New Foundation

bull Achievement of the full results of a lean enterprise conversion will take 6 to 10 yearsndash The magnitude of improvement will typically

revolutionize a companyrsquos position in itrsquos industry

bull however the typical pattern for the first couple of years is not one of consistent progress

bull First yearndash Progress is often appears slowndash Two steps forward one step backwardndash Individual projects seem to show

great potentialndash Sometimes difficult to see significant enterprise wide improvement

bull Typically only 20-30 of business is engaged in Lean activityndash Many people are still ldquoconfusedrdquo by new approach or ldquoupsetrdquo by

change

bull Second yearndash The major ldquoresistancerdquo year for the conversion

processbull ldquofifth columnrdquo of anti-change employees are

highlighting all the instances of ldquoone step backwardrdquobull ldquochange agentsrdquo will be inexperienced and make

many implementation ldquoerrorsrdquo (all part of the learning process but difficult to explain)

ndash Typically only 40-50 of the business is engaged in Lean activity

ndash By the end of the second year ldquothe jury may still be outrdquo on the conversion process

bull Third yearndash Managers gain skill in managing the process

bull More team members have prior experience applying the lean toolsbull more ldquotwo steps forwardrdquo -- ldquofewer falling backrdquo results

ndash Typically only 60-70 of the business is engaged in Lean activityndash Compounding of improvements - in morale quality delivery and

productivity -- are large enough to demonstrate successndash By the end of the third year the general comment is ldquowe are making

great progressrdquobull But when will we be done

bull Fourth yearndash Change is gradually becoming the new ldquonormrdquondash The change process begins to be ldquoinstitutionalizedrdquondash Tremendous positive momentum is building in the organizationndash Typically only 80-90 of the business is engaged in Lean activityndash We have begun to create a NEW CULTURE ndash a ldquolearning organizationrdquo Based

on Lean tools philosophies and behaviorsbull Almost everyone has been on at least one Jishukin

Instead of wondering ldquowhen will we be ldquoleanrdquordquo and stop people begin to believe that the process and its benefits really are CONTINUOUS

Lean Transformation is

ldquoLeadership IntensiverdquoGK

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

JACOBS PRODUCTIVITY TREND

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

REVERSAL OF ldquoLAW OF DIMINISHING RETURNSrdquo

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

MAJOR THEMES

EXPECTATIONS amp MEASUREMENTS

LEAN LEADERSHIP CHALLENGES

ORGANIZING FOR LEAN SUCCESS

What is Lean

Removal of Waste

What is Lean

Current State

Improved State

Solve Problems

ExposeProblems

Toyota WayT

Lesson One

Value Stream Map

Current State

Key RequirementsRPH

USP Compliant

Order from Doctor

Reduced Inventory $

DEFECT FREE1 BY 1

LOWEST COST

Go to the Gemba

Walk the Gembutsu

Value Stream Maps

Value Stream Map

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

What is Lean

Removal of Waste

What is Lean

Current State

Improved State

Solve Problems

ExposeProblems

Toyota WayT

Lesson One

Value Stream Map

Current State

Key RequirementsRPH

USP Compliant

Order from Doctor

Reduced Inventory $

DEFECT FREE1 BY 1

LOWEST COST

Go to the Gemba

Walk the Gembutsu

Value Stream Maps

Value Stream Map

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

What is Lean

Removal of Waste

What is Lean

Current State

Improved State

Solve Problems

ExposeProblems

Toyota WayT

Lesson One

Value Stream Map

Current State

Key RequirementsRPH

USP Compliant

Order from Doctor

Reduced Inventory $

DEFECT FREE1 BY 1

LOWEST COST

Go to the Gemba

Walk the Gembutsu

Value Stream Maps

Value Stream Map

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

What is Lean

Current State

Improved State

Solve Problems

ExposeProblems

Toyota WayT

Lesson One

Value Stream Map

Current State

Key RequirementsRPH

USP Compliant

Order from Doctor

Reduced Inventory $

DEFECT FREE1 BY 1

LOWEST COST

Go to the Gemba

Walk the Gembutsu

Value Stream Maps

Value Stream Map

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

What is Lean

Current State

Improved State

Solve Problems

ExposeProblems

Toyota WayT

Lesson One

Value Stream Map

Current State

Key RequirementsRPH

USP Compliant

Order from Doctor

Reduced Inventory $

DEFECT FREE1 BY 1

LOWEST COST

Go to the Gemba

Walk the Gembutsu

Value Stream Maps

Value Stream Map

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

What is Lean

Current State

Improved State

Solve Problems

ExposeProblems

Toyota WayT

Lesson One

Value Stream Map

Current State

Key RequirementsRPH

USP Compliant

Order from Doctor

Reduced Inventory $

DEFECT FREE1 BY 1

LOWEST COST

Go to the Gemba

Walk the Gembutsu

Value Stream Maps

Value Stream Map

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Toyota WayT

Lesson One

Value Stream Map

Current State

Key RequirementsRPH

USP Compliant

Order from Doctor

Reduced Inventory $

DEFECT FREE1 BY 1

LOWEST COST

Go to the Gemba

Walk the Gembutsu

Value Stream Maps

Value Stream Map

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson One

Value Stream Map

Current State

Key RequirementsRPH

USP Compliant

Order from Doctor

Reduced Inventory $

DEFECT FREE1 BY 1

LOWEST COST

Go to the Gemba

Walk the Gembutsu

Value Stream Maps

Value Stream Map

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Value Stream Map

Current State

Key RequirementsRPH

USP Compliant

Order from Doctor

Reduced Inventory $

DEFECT FREE1 BY 1

LOWEST COST

Go to the Gemba

Walk the Gembutsu

Value Stream Maps

Value Stream Map

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Value Stream Map

Current State

Key RequirementsRPH

USP Compliant

Order from Doctor

Reduced Inventory $

DEFECT FREE1 BY 1

LOWEST COST

Go to the Gemba

Walk the Gembutsu

Value Stream Maps

Value Stream Map

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Value Stream Map

Current State

Key RequirementsRPH

USP Compliant

Order from Doctor

Reduced Inventory $

DEFECT FREE1 BY 1

LOWEST COST

Go to the Gemba

Walk the Gembutsu

Value Stream Maps

Value Stream Map

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Value Stream Maps

Value Stream Map

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Value Stream Map

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Two

Think 5X

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

OLD PROCESS

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

NEW PROCESS

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Three

You Think

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Company Into

CustomerLead Time

Space -90

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Four

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Measuring Lean

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Toyota

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Five

Quality Pays

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

10152025303540

High 60 25 Low

Inferior33-67

Superior

Relative Quality

(percentile)

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Six

Short Consistent

Lead Times

Provide Growth

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Growth Average

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Seven

Lean Transformation

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

1987 1988 1989 1990

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Eight

Productivity

Drives 90 of

Internal Costs

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Nine

A Four Fold

Productivity Gain

Possible

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

+86productivity

David Absher TMMNA

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Ten

As a Leader

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Twelve

ALL IMPROVEMENT

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Sixteen

Lean Improves

Both the

Income Statement

And the

Balance Sheet

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Seventeen

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Eighteen

Lean knowledge

is acquired through

long term

HANDS ON LEARNING

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Nineteen

Lean Participation

Creates New

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Twenty

Every Time You

Restudy a Process

Lean Shows New

Levels of

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

APRIL1992

MAY1992

NOV1992

JAN1993

JAN1994

AUG1995

21 18 15 12 6 3 3

55 86 112 140 225 450 600

2300 2000 1850 1662 1360 1200 1200

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Twenty Six

Needed to Sustain

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Organizing for Lean

Innovationplanning

Innovation Planning

Top Management

Middle Management

Supervisors

Workers

Top Management

Middle Management

Supervisors

Workers

0 100 of Time Spent

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

Lesson Thirty One

You Can Not

Delegate

Leadership

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

LEADERSHIP

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

YOU HAVE TO LEAD IT

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

Slide Number 45

Slide Number 48

The Learning Curve

Slide Number 50

Slide Number 51

Slide Number 52

Slide Number 53

Slide Number 56

Organizing for Lean

Slide Number 59

LEADERSHIP

Slide Number 61

Slide Number 62

Slide Number 63

Slide Number 64

Slide Number 71

Slide Number 72

change

Slide Number 2

What is Lean

Slide Number 4

Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

Slide Number 16

Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

Slide Number 23

Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

Slide Number 42

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The Learning Curve

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Organizing for Lean

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LEADERSHIP

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What is Lean

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What is Lean

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Lesson Two

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Lesson Three

Lesson Four

Measuring Lean

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The Learning Curve

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Organizing for Lean

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LEADERSHIP

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What is Lean

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What is Lean

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Lesson Two

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Lesson Three

Lesson Four

Measuring Lean

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The Learning Curve

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Organizing for Lean

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LEADERSHIP

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What is Lean

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What is Lean

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Slide Number 10

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Lesson Two

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Lesson Three

Lesson Four

Measuring Lean

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Slide Number 31

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The Learning Curve

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Organizing for Lean

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LEADERSHIP

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Slide Number 2

What is Lean

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Slide Number 5

Slide Number 6

What is Lean

Slide Number 8

Slide Number 9

Slide Number 10

Slide Number 11

Slide Number 12

Slide Number 13

Slide Number 14

Lesson Two

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Slide Number 17

Lesson Three

Lesson Four

Measuring Lean

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Slide Number 24

Slide Number 26

Slide Number 29

Slide Number 31

Slide Number 32

Slide Number 35

Slide Number 36

Slide Number 39

Slide Number 40

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The Learning Curve

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Organizing for Lean

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LEADERSHIP

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What is Lean

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What is Lean

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Lesson Two

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Lesson Three

Lesson Four

Measuring Lean

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The Learning Curve

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Organizing for Lean

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5-Day	0	1	2	3	4	5	6	7	8	9	10 or more

Manager shows appreciation	288	290	302	315	316	326	330	308	386	300	343

Encouraged to balance work and personal life	282	282	290	302	307	284	324	300	375	300	313

Recommend this org as a good place to work	307	308	313	327	336	323	367	323	388	400	364

Management has kept promises	274	274	277	295	300	286	329	285	363	300	320

Someone at work seems to care about me	307	310	319	315	342	325	348	338	375	350	357

Satisfied with my job security	291	288	297	310	325	298	319	323	363	350	343

Manager provides sufficient opportunities	286	286	298	300	325	307	343	315	363	350	339

My opinions seem to count	268	272	284	304	311	300	330	315	388	350	347

People are willing to give extra	306	311	311	317	332	326	343	308	375	350	352

Overall this is a great place to work	309	309	313	321	341	314	357	323	363	350	351

VS	0	1	2	3	4	5	6	7	8	10 or more

Manager shows appreciation	288	299	300	316	325	321	343	317	380	344

Encouraged to balance work and personal life	282	283	295	299	311	308	314	333	380	322

Recommend this org as a good place to work	306	311	320	337	346	344	329	333	400	365

Management has kept promises	274	274	283	302	300	305	314	333	380	316

Someone at work seems to care about me	307	314	322	331	343	344	343	350	380	353

Satisfied with my job security	290	294	301	313	327	328	321	317	340	325

Manager provides sufficient opportunities	285	292	303	311	319	326	321	333	340	341

My opinions seem to count	267	283	287	312	321	313	329	333	380	348

People are willing to give extra	306	310	319	332	336	347	329	333	360	342

Overall this is a great place to work	308	310	319	332	331	338	329	333	400	356

5-Day	0	1	2	3	4	5 or more

Manager shows appreciation	288	290	302	315	316	334

Encouraged to balance work and personal life	282	282	290	302	307	307

Recommend this org as a good place to work	307	308	313	327	336	349

Management has kept promises	274	274	277	295	300	309

Someone at work seems to care about me	307	310	319	315	342	344

Satisfied with my job security	291	288	297	310	325	324

Manager provides sufficient opportunities	286	286	298	300	325	328

My opinions seem to count	268	272	284	304	311	328

People are willing to give extra	306	311	311	317	332	339

Overall this is a great place to work	309	309	313	321	341	338

VS	0	1	2	3	4	5 or more

Manager shows appreciation	288	299	300	316	325	334

Encouraged to balance work and personal life	282	283	295	299	311	319

Recommend this org as a good place to work	306	311	320	337	346	351

Management has kept promises	274	274	283	302	300	316

Someone at work seems to care about me	307	314	322	331	343	349

Satisfied with my job security	290	294	301	313	327	326

Manager provides sufficient opportunities	285	292	303	311	319	331

My opinions seem to count	267	283	287	312	321	332

People are willing to give extra	306	310	319	332	336	343

Overall this is a great place to work	308	310	319	332	331	346

0	0	0	0	0	0	0	0	0	0

1	1	1	1	1	1	1	1	1	1

2	2	2	2	2	2	2	2	2	2

3	3	3	3	3	3	3	3	3	3

4	4	4	4	4	4	4	4	4	4

5 or more	5 or more	5 or more	5 or more	5 or more	5 or more	5 or more	5 or more	5 or more	5 or more



		Mean Scores by Event Participation (5-day)

	Total		0		1		2		3		4		5 or more		p-value

	(N=2761)		(N=1344)		(N=748)		(N=337)		(N=142)		(N=56)		(N=134)		for trend

My manager shows appreciation for the work I do		294		288		290		302		315		316		334		lt001

People are encouraged to balance their work and personal life		286		282		282		290		302		307		307		0003

I would recommend this organization to a friend as a good place to work		311		307		308		313		327		336		349		0001

Management has kept promises made to us		278		274		274		277		295		300		309		0003

My manager or someone at work seems to care about me as a person		312		307		310		319		315		342		344		0010

I am satisfied with my job security		294		291		288		297		310		325		324		0004

My manager provides me with sufficient opportunities to improve myself		291		286		286		298		300		325		328		0004

At work my opinions seem to count		277		268		272		284		304		311		328		lt001

People here are willing to give extra to get the job done		311		306		311		311		317		332		339		0004

Overall I think this is a great place to work		312		309		309		313		321		341		338		0008

The significance for trend (p-value) indicates the level at which mean satisfaction scores increase with the number of events attended

0	0	0	0	0	0	0	0	0	0

1	1	1	1	1	1	1	1	1	1

2	2	2	2	2	2	2	2	2	2

3	3	3	3	3	3	3	3	3	3

4	4	4	4	4	4	4	4	4	4

5	5	5	5	5	5	5	5	5	5

6	6	6	6	6	6	6	6	6	6

7	7	7	7	7	7	7	7	7	7

8	8	8	8	8	8	8	8	8	8

9	9	9	9	9	9	9	9	9	9

10 or more	10 or more	10 or more	10 or more	10 or more	10 or more	10 or more	10 or more	10 or more	10 or more



		Mean Scores by Event Participation (5-day)

	Total		0		1		2		3		4		5		6		7		8		9		10		p-value

	(N=2761)		(N=1344)		(N=748)		(N=337)		(N=142)		(N=56)		(N=44)		(N=21)		(N=13)		(N=8)		(N=2)		(N=46)		for trend

My manager shows appreciation for the work I do		294		288		290		302		315		316		326		330		308		386		300		343		0045

People are encouraged to balance their work and personal life		286		282		282		290		302		307		284		324		300		375		300		313		ns

I would recommend this organization to a friend as a good place to work		311		307		308		313		327		336		323		367		323		388		400		364		0002

Management has kept promises made to us		278		274		274		277		295		300		286		329		285		363		300		320		0028

My manager or someone at work seems to care about me as a person		312		307		310		319		315		342		325		348		338		375		350		357		lt001

I am satisfied with my job security		294		291		288		297		310		325		298		319		323		363		350		343		lt001

My manager provides me with sufficient opportunities to improve myself		291		286		286		298		300		325		307		343		315		363		350		339		lt001

At work my opinions seem to count		277		268		272		284		304		311		300		330		315		388		350		347		lt001

People here are willing to give extra to get the job done		311		306		311		311		317		332		326		343		308		375		350		352		0006

Overall I think this is a great place to work		312		309		309		313		321		341		314		357		323		363		350		351		0004

The significance for trend (p-value) indicates the level at which mean satisfaction scores increase with the number of events attended

Documents

SBS Presentation Leading the Lean Enterprise Transformation · Thus lean leaders, including Toyota, add “Human Development” to the TOP of their targeted measurements list The

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