My Journey and Passion for Lean - July 2017

1Marek.Piatkowski@Rogers.com
My Journey and
Passion for Lean
Introduction
Thinkingwin, Win, WIN
My Journey and Passion for Lean
Introduction
Marek Piatkowski – July 2017

My Journey and
Passion for Lean
Introduction
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

My Journey and
Passion for Lean
Introduction

My Journey and
Passion for Lean
Introduction
1986
Georgetown, Kentucky, USA Cambridge, Ontario, Canada
First Toyota Manufacturing factories outside Japan

My Journey and
Passion for Lean
Introduction
1987

My Journey and
Passion for Lean
Introduction
1988

My Journey and
Passion for Lean
Introduction
The Corolla Challenge
Made in Japan Made in Canada

My Journey and
Passion for Lean
Introduction
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
Training
and
Education
X X X
X 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
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
Toyota
Production
System
(TPS)

My Journey and
Passion for Lean
Introduction
Toyota
Production
System
(TPS)

My Journey and
Passion for Lean
Introduction
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 times
Sakichi Toyoda
Founder of Toyota

My Journey and
Passion for Lean
Introduction
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 Toyoda
1913 - 2013

My Journey and
Passion for Lean
Introduction
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 Toyoda
Founder of Toyota

My Journey and
Passion for Lean
Introduction
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
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
1st Visit
6 Weeks !!!
1987

My Journey and
Passion for Lean
Introduction

My Journey and
Passion for Lean
Introduction
John Shook
1987

My Journey and
Passion for Lean
Introduction
Back to Canada
What do I do now?

My Journey and
Passion for Lean
Introduction
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
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

My Journey and
Passion for Lean
Introduction
On-the-Job Training (OJT)
Learning by
Doing

My Journey and
Passion for Lean
Introduction
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 Rother
Jim Womack Dan Jones
Educators
Practitioners
Art SmalleyJeff Smith David VerbleChuck Ward Rick Harris Marek PiatkowskiErik Hager

My Journey and
Passion for Lean
Introduction
My Journey and Passion for Lean

My Journey and
Passion for Lean
Introduction

My Journey and
Passion for Lean
Introduction
The Most Studied Company in the World

My Journey and
Passion for Lean
Introduction
Lean is based on Toyota Production System - TPS

My Journey and
Passion for Lean
Introduction
Initially Lean started in the Automotive Industry

My Journey and
Passion for Lean
Introduction
Now Lean is implemented in any type of Manufacturing

My Journey and
Passion for Lean
Introduction
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
Lean can be implemented in any type of Processing Operations
Agriculture
Oil - ?
Mining
Chemical ProcessingConstruction
Lumber

My Journey and
Passion for Lean
Introduction
Your Company is not Toyota
My Company

My Journey and
Passion for Lean
Introduction
Your Company is not Toyota
So what do we do? How do we manage Lean
Transformation?

My Journey and
Passion for Lean
Introduction
How do I Manage Lean Transformation?
The blind men and the elephant

My Journey and
Passion for Lean
Introduction
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
Operating
Principles
TPS Leadership
TPS
Toyota’s
Philosophy
What is Toyota Production System (TPS)?

My Journey and
Passion for Lean
Introduction
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 Ohno
Credited with realizing the
concept of the Toyota
Production System.

My Journey and
Passion for Lean
Introduction
 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
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
Steven Spear
H. Kent Bowen
October 1999

My Journey and
Passion for Lean
Introduction
TPS System Rules
Rule 4:
Anyimprovement 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
connectionmustbe direct,
and there must be a
unmistakableyes-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
Lean Transformation
of
Tools and Methodologies
Lean Transformation
of how we
Think and Manage
Lean does not work for us
Since
1990

My Journey and
Passion for Lean
Introduction
Chairman of Toyota Motor Corp. and former
President of Toyota Motor Manufacturing, KY
and Toyota Motor Corp.
Toyota’s Chairman
Fujio 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
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 Chairman
Fujio Cho

My Journey and
Passion for Lean
Introduction
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
How to Implement Lean
?
I know Lean
Engineering driven
Hobby driven
Knowledge Driven
Kanban
Leveled
schedule
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 progress
and measure
results
B
A
True North
“So what ?“
5 S
PokaYoke

My Journey and
Passion for Lean
Introduction
Lean Transformation
Life in any Business
consists of solving
problems and
implementing solutions.

My Journey and
Passion for Lean
Introduction
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
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?

My Journey and
Passion for Lean
Introduction
CAPABILITIES
DEVELOPMENT
Sustainable
improvement
capabilities in
all people at
all levels
PROCESS
IMPROVEMENT
Continuous,
real, practical
changes to
improve the
way the work
is done
Responsible
Leadership
- Value Driven Purpose -
MANAGEMENT
SYSTEM
Basic Thinking, Acceptance, Mindset and Awareness
PDCA – PROBLEMS SOLVING – GEMBA - SCIENCE
WHAT PROBLEMS DO WE NEED TO SOLVE?
LEAN
TRANSFORMATION
2014

My Journey and
Passion for Lean
Introduction

My Journey and
Passion for Lean
Introduction
Solving Problems

My Journey and
Passion for Lean
Introduction
“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

My Journey and
Passion for Lean
Introduction
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
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
- Product life cycle
- Product LT
- Visual e-Management
- grave yard

My Journey and
Passion for Lean
Introduction
- Quality
- NO Mgmnt System
- NO STD procedures
- Lost employees

My Journey and
Passion for Lean
Introduction
- NO Mgmnt System
- NO KPIs
- NO STD procedures
- NO TWI JI procedures

My Journey and
Passion for Lean
Introduction
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 Piatkowski
W3 Group Canada Inc.
iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.com
http://twi-network.com

My Journey and
Passion for Lean
Introduction
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My Journey and Passion for Lean - July 2017

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