This document provides information about an upcoming workshop on introducing Toyota Production System (TPS) and Lean transformation concepts. The workshop will cover foundational lean concepts, terminology, tools and methodologies to help companies achieve cost reductions and efficiency improvements. It will introduce the Toyota House model and cover topics like the seven wastes, 5S, Jidoka, Just-in-Time, pull systems, standardized work, visual management and problem solving. The workshop leader has extensive experience implementing lean at Toyota and consulting with companies globally to successfully adopt TPS principles.

1. Introduction to Toyota Production System (TPS) and Lean Transformation Workshop – January 2016
W3 Group Canada Inc., 60 Eden Valley Dr., Toronto, ON, Canada M9A 4Z8
Tel: 416-235-2631 eMail: Marek.Piatkowski@Rogers.com
Introduction to
Toyota Production System (TPS) and Lean transformation
Workshop Description:
Lean Transformation suggests a way of managing and operating your business. It is a proven operating system
that allows management and institutions to formulate solutions to problems of organizing people, equipment,
material and capital to design, build and deliver products to the customer. Lean Transformation is "lean"
because it uses less of everything compared with traditional "mass" production.
Lean Transformation is based on Toyota Production System (TPS). TPS is a set of solutions designed to achieve
a "lean" ideal. To achieve this objective, Toyota aims at a synchronized, sequential production system that can
deliver just enough stock, at the right time (Just-in Time), to each line along the whole length of the production
process. In contrast to the conventional production system, in which systematic mass production with large lots
is believed to have a maximum effect on cost reduction, the Toyota philosophy is the “Make the smallest lot
possible, and do so by setting up machines and work stations in the shortest time possible.” The key mechanism
for this is the application are the principles of Just-in-Time manufacturing and of the “Pull System” rule, by
which the parts needed for a succeeding process are picked up at the preceding process with Kanban as the prime
means for conveying information.
This is a classroom style workshop. This workshop outlines foundational concepts and vocabulary that every
practitioner needs to know when beginning, or continuing a lean initiative. In this workshop participants will be
introduced to some of the Lean Transformation concepts,terminologies, philosophies, operating principles,
methodologies and tools, which will lead any Company to greater cost reductions and efficiencies
improvements.
Level: Basic
Pre-Requisites: No pre-requisites required. No previous TPS or Lean training required.
Who Should Attend:
 Individuals with no previous knowledge or moderate exposure to Lean
 Executives, managers and engineers who are looking to increase their understanding of the total
scope of Lean Tools and Methodologies
 Lean and change agents, operational leaders and professionals who want to make sure they are
starting this foundational concept the right way.
 Operators and line supervisors
 Representatives of organizations at any stage in a lean transformation that are struggling with
training of their employees
 Continuous improvement professionals who work with leaders and managers helping them move
from conventional to lean management

2. Introduction to Toyota Production System (TPS) and Lean Transformation Workshop – January 2016
W3 Group Canada Inc., 60 Eden Valley Dr., Toronto, ON, Canada M9A 4Z8
Tel: 416-235-2631 eMail: Marek.Piatkowski@Rogers.com
Workshop Benefits:
Lean Transformation has originated from the Toyota Production System (TPS), unarguably the most successful
automotive manufacturer. Toyota consistently outsells any other manufacturer and its products top polls and
surveys with regards to quality and reliability. They are also a profitable company unlike so many of their rivals
facing bankruptcy around the world! If Toyota’s success is not enough reason; what are the actual benefits of
Lean?
This workshop has been designed for individuals and teams that want to gain a better understanding of the tools,
methodologies, components and underlying philosophy of lean, and how the elements and philosophy work
together to create a Lean Enterprise. Understanding some of the more common terms in the lean vocabulary will
help you during your Lean Transformation process.
Lean is, at heart, a people-based system, and the success of any lean transformation depends on the engagement
of every employee in the process for continuous business improvement, and their willingness and ability to solve
increasingly complex problems.
You will learn the key tools and how they fit together under a business system philosophy designed to
continuously improve competitiveness by achieving the highest quality, lowest cost, and shortest lead time. You
will understand why lean is fundamentally different from and superior to business models based on mass
production. This workshop will demonstrate the overall approach for implementing a lean transformation. You
will have an insight into the lean management philosophy and methods as well as the organizational structure
required for implementing lean in your organization.
Workshop Outline:
Material presented in this workshop are based a pictorial representation of TPS know as a “Toyota House”. The
foundation of TPS is Standardized Work. The two major pillars supporting TPS are JIT (Just-in-Time) and
Jidoka (Autonomation - building quality into the Production Process).
Stability
GOAL: Highest Quality, Lowest Cost, Shortest Lead Time
1. Stable Manufacturing Processes
2. 100% Quality Parts
Heijunka Standardized Work Kaizen
Just-in-Time Jidoka
Stop the line
and fix
the Problem
Separate man’s
work from
machine’s work
Continuous
Flow
Takt Time
Pull System
The Toyota House

3. Introduction to Toyota Production System (TPS) and Lean Transformation Workshop – January 2016
W3 Group Canada Inc., 60 Eden Valley Dr., Toronto, ON, Canada M9A 4Z8
Tel: 416-235-2631 eMail: Marek.Piatkowski@Rogers.com
During the workshop participants will be introduced to and they will learn about:
 History of how TPS was developed
 Basic philosophy of TPS - goals and objectives of TPS / Lean Transformation
 Concepts of 3 M’s – Muda (Waste),Muri (overburden) and Mura (unevenness)
 Seven types of Waste - Principles of Value-added work and Non-value-added
 Workplace Organization – 5 S
 The “Toyota House”
 Jidoka – building quality into the Production Process
o The purpose of Jidoka
o Andon system
o Fixed-Position stop system
o In-Station Process Control
o Pokayoke
 Just-in-Time (JIT) manufacturing and Pull System
o Principles of a Pull system
o Continuous flow of production
o Batch production vs One Piece flow of production
o Takt Time – Heijunka principle
o Production Kanban
 TPM – Total Preventive Maintenance
 SMED – Single Minute Exchange of Dies and Reduction of Changeover time
 Principles of Kaizen – Continuous Improvement
 Standardized Work
 Visual Management and Visual Controls
o Performance Indicators
o Information Boards
o Teamwork
o Gemba
o Problem Solving
o A3 Reporting
 Materials Management
o Delivery Kanban
o Principles of a Supermarket
o Material deliveries – “Milk Run”

4. Introduction to Toyota Production System (TPS) and Lean Transformation Workshop – January 2016
W3 Group Canada Inc., 60 Eden Valley Dr., Toronto, ON, Canada M9A 4Z8
Tel: 416-235-2631 eMail: Marek.Piatkowski@Rogers.com
About the Session Leader – Marek Piatkowski
Marek is a Management Consultant specializing in improving overall operational
efficiencies through the effective implementation of Toyota Production System (TPS) /
Lean Transformation.
Marek’s initial knowledge and expertise of TPS / Lean Transformation tools,
methodologies and practices comes from working for Toyota Motor Manufacturing in
Cambridge, Ontario. In 1987 Marek was hired as a number seven employee of Toyota
Motor Manufacturing Canada (TMMC) as an Education and Training manager. He was a
member of the Start-Up Management Team responsible for starting the operation, recruiting new employees
(Team Members), development and implementation of all training activities, development of company policies,
equipment installation and start-up of production. Following a successfulstart-up of the company Marek was
involved in a development and education of Toyota Suppliers, internal and externalContinuous Improvement
activities (Kaizen), launching a new model vehicle and promotion of Toyota Production System.
In 1994 Marek entered a field of consulting helping companies to implement TPS. Since then he has worked
with numerous operations in North and South America, Asia and Europe where he has a proven track record of
successfulimplementation of TPS/Lean Transformation. His clients include companies in the automotive
industry, aerospace,healthcare,medical devices, appliances, furniture, consumer goods, food industry, service
industry, packaging, plastics, glass, rubber, personal computers and electronics.
In his work he has proven that Lean is not a trend or a movement. Lean is a collection of tools, methodologies,
techniques and processes,that when implemented correctly and in the right sequence,will generate measurable
results, help companies reduce costs and improve overall operational efficiency and On-Time Deliveries.
TPS / Lean is a Management System. Any company venturing into a Lean Journey must consider not only
changes to their equipment, manufacturing and Supply Chain management practices,but also a review their
management practices and most likely modify their organizational structure. As a part of his experience in
implementing Lean Marek also emphasizes the organizational development and training process to achieve the
business objectives and benefits that are requisite of the above improvement processes.
Marek graduated from Systems Design Engineering from University of Waterloo, Ontario in 1977. Prior to
joining Toyota he worked in the electronic industry. He is a Faculty Associate of Jim Womack’s Lean
Enterprise Institute. He resides in Toronto, Canada.