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My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
My Journey and Passion for LeanIntroduction
Marek Piatkowski – July 2017
Thinking win, Win, WIN
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Introduction - Marek Piatkowski
Professional Background Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from
1987-1994
TPS/Lean Transformation Consulting - since 1994
Professional Affiliations TWI Network – John Shook, Founder
Lean Enterprise Institute (LEI) – Jim Womack
Lean Enterprise Academy (LEA) – Daniel Jones
CCM/CAINTRA – Monterrey, Mexico
SME, AME, ASQ, CME
Lean Manufacturing Solutions - Toronto, Canada
http://twi-network.com
Wrocław
1971
Toronto, Canada
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
1986
Georgetown, Kentucky, USA Cambridge, Ontario, Canada
First Toyota Manufacturing factories outside Japan
1988
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
1988
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
The Corolla Challenge
Made in Japan Made in Canada
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Training and Education Manager - 1987
I was a # 7 Canadian employee hired by Toyota Canada as a Training and Education Manager:
I need to learn how Toyota manufacturers cars – so I can teach Canadian employees how to assemble cars in Canada
By the end of 1989 we were going to have 1050 employees
I need to learn TPS (Toyota Production System)
I need to learn how Toyota operates
I need to develop training programs and courses
I need to hire Trainers and Instructors
We need to develop training manuals and standards
We need to have a Training Program
?
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Training and
Education
X X XX X
18
Production should take place with a little inventory as possible,preferably only the one component that is to be processed or assembled next.
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Stability
GOAL: Highest Quality, Lowest Cost, Shortest Lead Time
1. Stable Manufacturing Processes2. 100% Quality Parts
Heijunka Standardized Work Kaizen
Just-in-Time Jidoka
Stop the lineand fix
the Problem
Separate man’s work from
machine’s work
ContinuousFlow
Takt Time
Pull System
The Toyota House
Toyota Production
System(TPS)
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Toyota Production
System(TPS)
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Guiding Principles at Toyota
1. Always be faithful to your duties, thereby contributing to the company and to the overall good
2. Always be studious and creative, striving to stay ahead of the times
3. Always be practical and avoid frivolousness
4. Always strive to build homelike atmosphere at work that is warm and friendly
5. Always have respect for spiritual matters and remember to be grateful at all timesSakichi Toyoda
Founder of Toyota
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Guiding Principles at Toyota
1. Honor the language and spirit of the law of every nation and undertake open and fair business activities to be a good corporate citizen of the world.
2. Respect the culture and customs of every nation and contribute to economic and social development through corporate activities in their respective communities.
3. Dedicate our business to providing clean and safe products and to enhancing the quality of life everywhere through all of our activities.
4. Create and develop advanced technologies and provide outstanding products and services that fulfill the needs of customers worldwide.
5. Foster a corporate culture that enhances both individual creativity and the value of teamwork, while honoring mutual trust and respect between labor and management.
6. Pursue growth through harmony with the global community via innovative management.
7. Work with business partners in research and manufacture to achieve stable, long-term growth and mutual benefits, while keeping ourselves open to new partnerships.
Eiji Toyoda1913 - 2013
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Toyota’s Philosophy - People
The Toyota Production System (TPS) itself is based on the belief that the company that ignores human respect will not endure
People – a company’s greatest asset is its people. Toyota does as much as possible to take care of the employees, recognizing first and foremost the importance of job security
People enjoy their work when it involves trying out their own ideas, mastering new skills and making visible contributions
Teamwork is a foundation of TPS – all employees are required to participate and to follow rules and principles of TPS
Operators who are the most knowledgeable of any manufacturing operation are people who perform that job daily – their involvement is critical to the success of implementation of TPS
“Good Thinking, Good Product” – employees are expected to contribute to the improvement of their own work.
Sakichi ToyodaFounder of Toyota
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Toyota’s Philosophy - People
We respect our employees and believe that the success of our business is led by each individual’s creativity and good teamwork
We respect and honor the human rights of people involved in our business
Through communication and dialogue with our employees, we build and share the value “Mutual Trust and Mutual Responsibility” and work together for the success of our employees and the company
Management of our company takes leadership in fostering a corporate culture and implementing policies that promote ethical behaviorEiji Toyoda
1913 - 2013
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Guiding Principles of Toyota Revised April 1997
1. Honor the language and spirit of the law of every nation and undertake open and fair corporate activities to be a good corporate citizen of the world.
2. Respect the culture and customs of every nation and contribute to economic and social development through corporate activities in the communities.
3. Dedicate ourselves to providing clean and safe products and to enhancing the quality of life everywhere through all our activities.
4. Create and develop advanced technologies and provide outstanding products and services that fulfill the needs of customers worldwide.
5. Foster a corporate culture that enhances individual creativity and teamwork value, while honoring mutual trust and respect between employees and management.
6. Pursue growth in harmony with the global community through innovative management.
7. Work with business partners in research and creation to achieve stable, long-term growth and mutual benefits, while keeping ourselves open to new partnerships.
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
1st Visit
6 Weeks !!!
1987
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
John Shook
1987
John Shook
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Back to Canada
What do I do now?
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Toyota Sensei
Sensei (先生) is a Japanese title used to refer to or address teachers, professors, masters, coaches, professionals such as lawyers, doctors, politicians, clergyman and other figures of authority.
The word Sensei is also used to show respect to someone who has achieved a certain level of mastery in an art form or science or some other skill: accomplished novelists, musicians, and artists for example are addressed in this way.
The Japanese Sensei is a courtesy title for a man of respected stature.
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Mr. Kusnuki’s advise - Vision
1. You must teach Canadian employees to become part of Toyota
• “The first 100 employees you hire will be a foundation Toyota in Canada”
• “You must teach Canadians Toyota’s way of thinking”
• “Toyota Production System is a foundation of everything that we do – study it, it
always changes and it never stays the same”
2. You must teach Toyota employees from Japan western style thinking and living
• “There were more changes in Japan since American invasion of 1945 than in the
previous 1,000 years”
• “Japanese people are very difficult to change”
• “Japanese must learn from Canadians as much as Canadians must learn from
Japanese”
Mr. Kusnuki
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
On-the-Job Training (OJT)
Learning by Doing
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
On-the-Job Training (OJT)
Learning by Doing
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Introduction of Lean Manufacturing
Daniel T. JonesJames P. Womack
Professors Jones and Womack complete a 5 years study of the transportation industry and the effort documents the benefits of TPS calling it “Lean Production”. The book is entitled “The Machine that Changed the World”.1990
Art Smalley
Jeff Smith David Verble
Chuck Ward
Rick Harris
Marek Piatkowski
John Shook
1994
John Shook
1997
Jim Womack Dan Jones
1994
Jeff Liker Mike Rother
John Shook
19971994
Jeff Liker Mike RotherJim Womack Dan Jones
Educators
Practitioners
Art SmalleyJeff Smith David VerbleChuck Ward Rick Harris Marek PiatkowskiErik Hager
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
My Journey and Passion for Lean
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
The Most Studied Company in the World
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Lean is based on Toyota Production System - TPS
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Initially Lean started in the Automotive Industry
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Now Lean is implemented in any type of Manufacturing
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Lean can work in any type of Organization
Hospitals – large and small
Factories – old and new
All kinds of Government
In the Office Environment
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Lean can be implemented in any type of Processing Operations
Agriculture
Oil - ?
Mining
Chemical ProcessingConstruction
Lumber
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Your Company is not Toyota
My Company
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Your Company is not Toyota
So what do we do? How do we manage Lean Transformation?
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
How do I Manage Lean Transformation?
The blind men and the elephant
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
What is TPS – Toyota Production System?
Toyota Production System (TPS) is a practical expression of Toyota's people and customer-oriented philosophy.
This is not a rigid company-imposed procedure but a set of principles that have been proven in day-to-day practice over many years.
Many of these ideas have been adopted and imitated all over the world.
TPS has three desired outcomes:
To provide the customer with the highest quality vehicles, at lowest possible cost, in a timely manner with the shortest possible lead times.
To provide Toyota employees with work satisfaction, job security and fair treatment.
It gives the company flexibility to respond to the market, achieve profit through cost reduction activities and long-term prosperity.
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Operating Principles
TPS Leadership
TPS
Toyota’s Philosophy
What is Toyota Production System (TPS)?
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
What is Lean Transformation?
Lean Transformation is a practical management system based on TPS (Toyota Production System) philosophy:
Customer first
People are the most valuable resource
Kaizen - Continuous Improvement
Gemba - Shop Floor focused
Lean Transformation is a collection of best know:
Business philosophies
Operating principles
Lean Tools
Lean Methodologies
When properly used and applied they will lead any Company to higher profits, greater business success, stability, growth and profitability
Taiichi OhnoCredited with realizing the concept of the Toyota Production System.
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
What is Lean Transformation?
Lean Transformation is a systematic methodology for implementing rapid process changes and improvements by elimination of waste
Best accomplished with flexibility in mind, lean thinking, team-oriented and cross-trained people.
Improvement is always possible and necessary. Continuously improve every aspect of the system through Kaizen. Any existing process can be improved - no ifs, buts or maybes
Lean Transformation is "lean“because it uses less of
everything compared with a traditional "mass" production
system
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Toyota Production System (TPS)
We never asked Toyota how did they build their house of TPS?
Taiichi Ohno
Credited with realizing
the concept of the
Toyota Production
System.
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Steven Spear
H. Kent Bowen
October 1999
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
TPS System Rules
Rule 4:
Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
Rule 2:
Every customer-supplier
connection must be direct, and there must be a unmistakable yes-or-no way to send requests and receive responses
Rule 1:
All work shall be highly
specified (standardized) as to content, sequence, timing and outcome
Rule 3:
The pathway for every product
and service must be simple and direct – flow
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
What is Lean Transformation?
Lean Transformationof
Tools and Methodologies
Lean Transformationof how we
Think and Manage
Lean does not work for us
Since1990
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Chairman of Toyota Motor Corp. and former President of Toyota Motor Manufacturing, KY
and Toyota Motor Corp.
Toyota’s ChairmanFujio Cho
Three Keys to Lean Leadership
Go See “Senior Management must spend time
on the front lines”
Ask Why “Use the “Why” techinques daily.”
Show Respect “Respect your people.”
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Chairman of Toyota Motor Corp. and former President of Toyota Motor Manufacturing, KY
and Toyota Motor Corp.
“Many good companies have respect for
individuals and practice Kaizen and other TPS
tools. But what is important is having all
elements together as a management system.
It must be practiced every day in a very
consistent matter – not in spurs – in a concrete
way on the shop floor.”
Toyota’s ChairmanFujio Cho
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Knowledge and Skills
To know, to understand the meaning correctly and to be able to teach
Lean Knowledge
Kanban, Pull system, Jidoka, Supermarket, 5S, TPM, SMED, JIT, Kaizen, STW, SOS, WCT, FTQ, PPM, Takt Time, etc …
I know this!
Lean Skills
Be able to solve problems and advance the organization by using Lean Knowledge properly
Use Lean knowledge to motivate people, achieve results, reduce costs, improve the operation and address business needs
Can you Play a Violin?
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
How to Implement Lean
?
I know LeanEngineering driven
Hobby driven
Knowledge Driven
Kanban
Leveledschedule
Supermarket
SMED
PullTPMHeijunka
Jidoka
VSM
Business NEEDS driven
1. USE KPIs to understand your Current Status
2. Set goals and objectives
3. Start solving problems
4. Check progressand measureresults
B
A
True North
“So what ?“
5 S
Poka Yoke
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
How to Implement Lean
?
I know LeanEngineering driven
Hobby driven
Knowledge Driven
Kanban
Leveledschedule
Supermarket
SMED
PullTPMHeijunka
Jidoka
VSM
Business NEEDS driven
1. USE KPIs to understand your Current Status
2. Set goals and objectives
3. Start solving problems
4. Check progressand measureresults
B
A
True North
“So what ?“
5 S
Poka Yoke
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Lean Transformation
Life in any Business consists of solving
problems and implementing solutions.
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
TBP (Toyota Business Practices) - Create a “Learning Organization”
1. Management directed initiatives – True North
2. Utilizing Problem Solving Methodology
3. Sustained through On-the-Job-Training
4. Achieved using rapid PDCA by all associates
2. PPS(Practical Problem Solving)
1. Hoshin Kanri(True North – Management Direction)
3. OJT(On-the-Job-Training)
4. Rapid PDCA(Plan-Do-Check-Act)
Toyota Way 2001
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
LEI Lean Transformation Model – 5 Dimensions
What is our Value-Driven Purpose?
What is the Work that needs to be done to solve our Business Problems?
What capabilities do we need in our People to solve Business Problems?
What Management System do we need to have in place to fulfill the Purpose?
What is our Basic Thinking (Company Culture) that is required to solve our Business Problems?
82
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
CAPABILITIESDEVELOPMENT
Sustainable improvement capabilities in all people at
all levels
PROCESSIMPROVEMENT
Continuous, real, practical
changes to improve the
way the work is done
Responsible Leadership
- Value Driven Purpose -
MANAGEMENTSYSTEM
Basic Thinking, Acceptance, Mindset and AwarenessPDCA – PROBLEMS SOLVING – GEMBA - SCIENCE
WHAT PROBLEMS DO WE NEED TO SOLVE?
LEANTRANSFORMATION
2014
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Solving Problems
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
“If you want to teach people a new way of thinking, don’t bother trying to teach them.
Instead, give them a tool, the use of it will lead to new ways of thinking”
R. Buckminster Fuller was a 20th century inventor and visionary who did not limit himself to one field but worked as a 'comprehensive anticipatory design scientist' to solve global problems. Fuller's ideas and work continue to influence new generations of designers, architects, scientists and artists working to create a sustainable planet.
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Problems with Continuous Improvement Activities
A common problem with Continuous Improvement is that we look at this as:
An extra activity - something to do on top of my “Daily Work”
Middle management says – this is nice, but I have no time for this, I need to run my operation, I have targets to meet
Operation people say – Continuous Improvement is OK, but we have no input how things are improved her, all these Experts are telling us what to do
Our biggest mistake is that we separate Daily Work from Continuous Improvement
We look at these two activities as something completely different – they continuously clash with each other. We look at Continuous Improvement as something that stops me from doing my daily work. And that is wrong.
A key to our success is to make Continuous Improvement as a part of our Daily Business – and this is what MOS should do for you.
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Design, develop and manufacture cabin interior products
- New seats LT- Design e-Reviews- Connections (BOM)- TWI JI procedures
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
- Product life cycle- Product LT- Visual e-Management- grave yard
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
- Quality- NO Mgmnt System- NO STD procedures- Lost employees
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
- NO Mgmnt System- NO KPIs- NO STD procedures- NO TWI JI procedures
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
Changing the World. One Transformation at a time
This presentation is an intellectual property of W3 Group Canada Inc.No parts of this document can be copied or reproduced
without written permission from:
Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631
Cell: 248-207-0416
[email protected]://twi-network.com
Thinking win, Win, WIN
My Journey and Passion for Lean Introduction
Thinking win, Win, WIN
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