Here is my definition of Toyota Production System based on my 30 years experience working for Toyota Manufacturing and helping companies all over the World with Lean Transformation.
2. 2Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, 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
7. 7
Production should take place with a
little inventory as possible,
preferably only the one component that
is to be processed or assembled next.
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What is Toyota
Production System
Introduction
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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)
9. 9Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
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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.
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What is Toyota
Production System
Introduction
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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.
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What is Toyota
Production System
Introduction
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Toyota’s Philosophy
Toyota’s
Philosophy
Operating
Principles
TPS Leadership
TPS
Toyota’s
Philosophy
Eiji Toyoda
1913 -2013
Akio Toyoda
2013 -
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What is Toyota
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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
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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
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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
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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
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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.
25. 25Marek.Piatkowski@Rogers.com
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Toyota’s Philosophy - Operating Guidelines
Toyota’s goal is to contribute positively to the society and provide for the welfare
of our employees through the provision of better cars, at the better prices, for
more people.
Produce superior automobiles that are in total balance with Customer’s desires for
quality and performance, while at the same time answering other modern-day
needs such as resource conservation, clean exhaust emissions and safety.
Customers are the reason for existence and they must always receive a perfect
product or service
Assure high quality by building it at each process. Defects are never passed on to
following process.
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
Akio Toyoda
2013 -
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TPS Manufacturing Philosophies
Expected cost reductions and process improvements can be achieved only, by
implementing, supporting and maintaining following TPS Manufacturing
methodologies and principles:
Every customer-supplier connection must be direct and there must be a clear-cut
way to send requests and receive responses.
All production lines must be balanced and operating to the Takt time
The pathway for every product and service must be simple and direct.
All our process must flow without interruption
All inventory buffers are wasteful and need to be eliminated.
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TPS Manufacturing Philosophies
All inventory levels will be determined based on the frequency of deliveries,
delivery lead times and consumption rates.
All inventories will be stored in centralized Supermarkets.
Production Schedule will be issued only to a single operation (pacemaker), all
preceding operation will work to the Pull System signal.
All production must be scheduled in the smallest logical lot sizes.
Daily schedule attainment is mandatory. Manufacturing will not overproduce,
under-produce or produce too soon.
All deliveries of parts and components, internal and external, will be conducted
frequently and in smallest possible lots.
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TPS Manufacturing Philosophies
All production down time due to parts shortage must be eliminated.
All Waste is not acceptable and must be eliminated
Our Set-up and Changeover processes must be minimized – SMED
All work shall be highly specified as to content, sequence, timing, and outcome and
be defined in terms of Standardized Work.
All equipment and work cells will be designed to support continuous flow
processing
Manufacturing equipment will be maintained properly and repaired swiftly
All vital information required to make shop floor decisions will be visually displayed
for anybody to see and to understand.
29. 29Marek.Piatkowski@Rogers.com
What is Toyota
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Introduction
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How do we translate these philosophies?
By definition: Lean is a logical collection of philosophies, operating principles,
methodologies and tools, which will lead any Company to greater cost reductions
and efficiencies improvements.
How are Toyota's philosophies, policies and practices translated in your Company?
What is essential?
What is difficult?
What is misunderstood?
What are the major issues?
What are the corporate policies needed to support philosophies of Lean?
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Operating Principles
Operating
Principles
Operating
Principles
TPS Leadership
TPS
Toyota’s
Philosophy
PeopleEnterprise Tools and Methods
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TPS Operating Principles - Business
Principle: Base your management decisions on a long term philosophy, even at the
expense of short-term financial goals
Have a philosophical sense of purpose that supersedes any short-term decision
making. Work, grow and align the whole organisation toward a common purpose
that is bigger than making money.
Understand your place in the history of the company and work to bring the
company to next level. Your philosophical mission is the foundation for the other
principles.
Generate value of the customer, society and the economy - it is your starting
point. Evaluate every function in the company in terms of ability to achieve this.
Be responsible. Strive to decide your own fate. Act with self reliance and trust in
your own abilities. Accept responsibility for your own conduct and maintain
improve the skills that enable you to produce added value.
Enterprise
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TPS Operating Principles - Business
Principle: Constantly shorten the time it takes to convert Customer orders into deliveries.
Lead time is defined as total time required to manufacture an item, including order
preparation time, queue time, setup time, run time, move time, inspection time, and
put-away time.
An effort should be made to continuously reduce time from release of an order to
production and shipment. For make-to-stock products, it is the time taken from the
release of an order to production and receipt into finished goods inventory.
Excess inventory presents a great deal of waste, not to mention quality issues
(spoilage), storage requirements, investment of funds, limiting cash flow, among
others. Reducing inventory will decrease your lead-time.
Careful consideration of cost, replenishment lead-times, and space requirements play
an important role in determining reduced inventory levels. The order process is often
changed and more inventory is repositioned at “points of use.”
Enterprise
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Principle: Add value to your organization by developing your people and partners
Grow leaders who thoroughly understands the work, live philosophy and teach it to
others. Grow leaders within, rather than buying them from outside the
organisation.
Do not view the leader's job as simply accomplishing tasks and having good people
skills. Leaders must be role models for the company's philosophy and the way of
doing business.
A leader must understand the daily work in great detail so that he or she can be a
best teacher of your company's philosophy.
Have respect for your partners and suppliers and treat them as an extension of
your business.
Challenge your outside business partners to grow and develop. It shows that you
value them. Set challenging targets and assists your partners in achieving them.
TPS Operating Principles - Business
Enterprise
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Principle: Develop exceptional people and teams who follow your company's philosophy
Create a strange, stable culture in which company values and beliefs are widely
shared and lived out over a period of many years.
Train exceptional individuals and teams to work within the corporate philosophy to
achieve exceptional results. Work hard to reinforce the culture continually.
Use Cross functional teams to improve quality and productivity and enhance flow
by solving difficult technical problems.
Empowerment occurs only when people use the company's tools to improve
company.
Make an ongoing effort to teach individuals how to work together as teams
together toward common goals. Team work is something that has to be learned.
People
TPS Operating Principles - People
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Principle: Continuously drive root cause problems solving activities
Go and see for yourself to thoroughly understand the situation.
Solve problems and improve processes by going to the source and personally
observing and verifying data rather than theorizing on the basis of what other
people or the computer screen tell you.
Think and speak based on personally verified data.
Even high-level managers and executives should go and see things for themselves,
so they will have more than a superficial understanding of the situation.
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
A manager’s or supervisor’s role consists of leading problem solving activities in a
multi-skilled, cross-functional team environment
People
TPS Operating Principles - People
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Principle: Make decision slowly by consensus, thoroughly considering all options;
implement decisions rapidly. Practice PDCA.
Do not pick a single direction and go down that one path until you have thoroughly
considered alternatives.
Nemawashi is the process of discussing problems and potential solutions with all of
those affected, to collect their ideas and get agreement on a path forward. This
consensus process, though time - consuming, helps broaden the search for
solutions, and once a decision is made, the stage is set for rapid implementation.
PDCA is a systematic four-step management method used in business for the
control and continuous improvement of processes and products.
PDCA provides a systematic approach to achieving continuous improvement.
It is a great management and communication tool
People
TPS Operating Principles - People
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TPS Operating Principles - People
Principles: Continually improve standard processes and procedures in order to ensure
maximum quality, improve efficiency and eliminate waste
Continuous improvement process (CI), is an ongoing effort to improve products,
services, or processes.
Continuous Improvement efforts seek "incremental" improvement over time or
"breakthrough" improvement all at once.
Value added processes are constantly evaluated and improved and non-value
added process and Waste are minimized or eliminated.
Continuous Improvement is a gradual never-ending process which is focussed on
increasing the effectiveness and/or efficiency of an organisation.
Continuous Improvement is not limited to quality initiatives. Put simply - it means
‘getting better all the time’.
People
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Principle: Build a culture of stopping to fix a problem and to get quality right at the first
time
Quality of the customer drives your value proposition
Use all the modern quality assurance methods available
Build into your equipment the capability of detecting problems and stopping itself.
Develop a visual system to alert team or project leaders that a machine or process
needs assistance. Jidoka (machines with human intelligence) is the foundation for
"building in" quality.
Build into your organisation support systems to quickly solve the problems and put
in place countermeasures.
Build into your culture the philosophy of stopping or slowing down to get quality
right the first time to enhance productivity in the long run.
People
TPS Operating Principles - People
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TPS Operating Principles – Tools and Methods
Principle: Constantly strive for absolute elimination of waste, overburden and
unevenness in all areas.
Meaningful Work consists of:
Value Added Work - operations which increase a value of a product from the
Customer’s point of view
Non-Value Added Work – Incidental Work. Work that does not have any particular
value, but it has a cost.
The higher the value-added operation in your completed work, the higher the level
of production efficiency will be.
Waste (Muda) - is NOT work. Waste are activities, motions, behaviors or actions
that are not part of the actual work (non essential activities).
Two major contributors to Waste:
Unevenness - fluctuating schedules, planning and production quantities
Overload - machine or employee pushed beyond natural limits of their capacity
Tools and Methods
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Principle: Standardize all processes and procedures to ensure a safe method of
operation and a consistent approach to Quality.
Use stable, repeatable methods everywhere to maintain the predictability, regular
timing and regular output of your processes. It is the foundation for the flow and
pull.
Capture the accumulated learning about a process up to a point in time by
standardizing today's best practices.
Standardization is a foundation for continuous improvements and employee
empowerment
Allow creative and individual expression to improve upon the standard; then
incorporate it into the new standard so that when a person moves on you can hand
off the learning to the next person.
TPS Operating Principles – Tools and Methods
Tools and Methods
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Principle: Create continuous flow of production to bring problems to the surface
Redesign work processes to achieve high value-added, continuous flow of
information, product, materials and people.
Strive to cut back to zero the amount of the time that any work project is sitting
idle or waiting for someone to work on it.
Create flow to move material and information fast as well as to link processes and
people together so that problems surface right way.
Make flow evident throughout your organizational culture. It is the key to a true
continuous improvement process and to developing people.
TPS Operating Principles – Tools and Methods
Tools and Methods
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Principle: Use Pull system to avoid overproduction and excess inventories
If you cannot flow production, information, material and people - Pull
Provide your downline customers in production process with what they want, when
they want it and in the amount they want it.
Material replenishment initiated by consumption in the basic principle of JIT Just-
in-Time.
Minimize your work in process and warehousing of inventory by stocking small
amounts of each product and frequently restocking based on what the customer
actually takes away.
Be responsive to the day-by-day shifts in customer demand rather than relying on
computer schedules and systems to track wasteful inventory.
TPS Operating Principles – Tools and Methods
Tools and Methods
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Principle: Level out the workload – avoid unevenness, un-leveled workload (Mura)
Eliminating waste is just one-third of the equation for making lean successful.
Eliminating overburden to people, equipment and eliminating unevenness in the
production schedule is just as important - yet generally not understood at
companies attempting to implement lean principles.
Work to level out the workload of all manufacturing and service processes as an
alternative to the start/stop approach of working on projects in batches that is
typical at most companies.
TPS Operating Principles – Tools and Methods
Tools and Methods
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Principle: Use Visual Management and Controls so no problems are hidden
Use simple visual indicators to help people determine immediately whether they
are in a normal (standard) condition or deviating from it (abnormal condition).
Is this situation normal or abnormal? Is this good or bad? Do I need to take action?
Design a simple system where any abnormality is identified immediately
process/operation – are all procedures being followed?
equipment/machinery – are they producing good parts?
expected levels of performance / inventory
Purpose - to delegate the decision making process to the lowest level of the
organization
implement audio-visual controls
eliminate dependency on a few “decision makers”
TPS Operating Principles – Tools and Methods
Tools and Methods
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Principle: Use only reliable, thoroughly tested technology that servers your people and
process
Use technology to support people not to replace people. Often it is best to work
out process manually before adding technology to support the people.
New technology is often unreliable and difficult to standardize and therefore
endangers "flow". A proven process that works generally takes precedence over
new and untested technology.
Conduct actual tests before adopting new technology in business processes,
manufacturing systems or products.
Reject or modify technologies that conflict with your culture or that might disrupt
stability, reliability and predictability.
Nevertheless encourage your people to consider new technologies when looking
into new approaches to work. Quickly implement a thoroughly considered
technology if it has been proven in trials and it can improve flow in your processes.
TPS Operating Principles – Tools and Methods
Tools and Methods
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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)
1987
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Leadership Style at Toyota
Organizational structure based on a Military model
Manager, Group Leader, Team Leader, Team Members
Toyota Production System (TPS) rules
Managers do not tell people what to do! – managers expect employees to perform
their jobs according to Standardized Work
Managers job is to deal with and resolve abnormal situations
Process
People
How is this accomplished? Operating philosophies:
“The nail that sticks out get hammered in”
“Carrot” and “Stick” approach - military model
“Golden Handcuffs”
Be creative, but follow the rules
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Leadership Style at Toyota
Your initial perception is – this is a very rigid and well disciplined environment
Nobody is late for work
People do what they were trained to do
Things are working well and nobody is in charge
Roles and responsibilities for all levels very clearly defined
Best practices for all (standardized work), goals , targets and objectives well defined
and known to all
Everybody knows what to do and they do it on regular basis
Everybody performs their duties (most of the time)
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TPS Leadership Style
TPS Leaders have to be quick studies, nimble, and trusting of their employees
Having deep skills and technological experience is not enough
Becoming a Leader, at any level, requires the development and utilization of strong
people skills
TPS Leadership is exclusively about people – you do not lead machines or
processes, you lead people
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Eiji Toyoda on Leadership
“The people at the top are just flag-wavers.
It is pure MUDA to wave your flag and have no one follow you.
Waving that flag in a way that makes people fall in line behind you
is what is important.”
Eiji Toyoda
Eiji Toyoda
1913 -2013
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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.”
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Chairman of Toyota Motor Corp. and former
President of Toyota Motor Manufacturing, KY
and Toyota Motor Corp.
Toyota’s Chairman
Fujio Cho
“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 is spurs – in a concrete
way on the shop floor.”
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Toyota’s Philosophy – Manager’s Role
In a true TPS environment decision making process should be made at the lowest
possible level of the organization.
Simple, effective solutions are the most effective
A manager’s or supervisor’s role consists of leading problem
solving activities in a multi-skilled, cross-functional team
environment
Managers role is to make sure that for everything that we do there is a well defined
standard process
Continuous Improvement (Kaizen) activities are management responsibilities.
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Problem Solving process
TPS creates a community of scientists and analysts
Toyota uses rigorous problem solving process that requires a detailed assessment
of the current state of affairs and a plan for improvement
With anything less than such a scientific rigor, change would amount to little more
than random trial and error – a blindfolded walk through life
This process actually stimulates operators and managers to engage in the kind
experimentation that is widely recognized as a starting point of Continuous
Improvement
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Continuous Improvement must be Leadership driven
Continuous Improvement is a process of discovering and eliminating problems –
elimination of Waste
There are two types of CI activities:
methods improvements and
equipment improvements
Leaders must be skillful in identifying these problems and leading Continuous
Improvement activities to eliminating them
Production Leaders (Supervisors) must become experts in Standardized Work
They should be able to analyze, study, and simplify work methods. It is a starting
point for making improvements
Implementation of Toyota Production System must be taken seriously and
supported by all levels of the organization - Implementation process is not
optional.
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Continuous Improvement activities
Toyota does not expect their employees to initiate any CI activities or to learn how
to conduct improvements strictly from their personal experience
Toyota explicitly teaches people how to improve
Toyota provides training and creates environment to foster (to encourage)
Continuous Improvement activities:
Quality circles
Suggestion program
Daily problem “Auctions”
Kaizen events
Etc …
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Managing at Toyota
Managers in Toyota never say Yes easily; they rarely say No - The often say Maybe.
In traditional companies managers are forced to explain “why” to their
subordinates when saying to them – “stop doing this or no, you can’t do that.”
At Toyota, the burden of proof is always on the subordinate, who must justify why
an action is necessary
At Toyota manager leads in a very different way:
by example
by being knowledgeable
by getting into the messy details
by questioning
by coaching
by building robust, sensible systems and processes that cascade responsibility
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Manager’s Role at Toyota
Managers role is to make sure that for everything that we do there is a well defined
process
If something goes wrong, the first line of questions that Manager must ask are:
What went wrong?
What is acceptable and what is not acceptable?
Did we have a process for this particular situation?
Did we follow the process?
Was there a problem with the process or the problem occurred because we did not
follow the process they we should?
75. 75Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
How Toyota’s Workers Learn the Rules
Toyota’s managers do not tell workers and supervisors specifically how to do their
work. They coach them.
Rather, they use a teaching and learning approach that allows their workers to
discover the rules as a consequence of solving problems
The manager teaching a person, will come to the work site and, while the person is
doing his or her job, ask a series of questions:
Show me how do you do this work?
Show me how do you know you are doing this work correctly?
How do you know that the outcome is free of defects? Show me.
Show me what do you do if you have a problem?
76. 76Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
Learning about Toyota’s Management Style
Responsibility and Authority
In a traditional company:
responsibility is never clear
and there is endless fighting over escaping it
At Toyota:
responsibility is always clear
and there is endless fighting over increasing it
The Chief Engineer says: “I have no authority.”
Everyone else says: “The Chief Engineer is the most powerful person in the
company.”
79. 79Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
What is Lean Transformation?
Lean Transformation
of
Tools and Methodologies
Lean Transformation
of how we
Think and Manage
Lean does not work for us
80. 80Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, 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, TPM, SMED, JIT,
Kaizen, STW, 5S, WCT, VSM,
Gemba, Takt Time, etc …
I know this!
Lean Skills
Be able to solve problems and
advance the organization by using
proper Lean Knowledge
Use Lean Knowledge to motivate
people, achieve results, reduce
costs, improve the operation and
address business needs
Can you Play a
Violin?
81. 81Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
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
82. 82Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
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
84. 84Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
TBP – Toyota Business Practices
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
85. 85Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
TBP - 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
86. 86Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
The Toyota Way
Continuous
Improvement
Respect for
People
Challenge
Kaizen
Genchi Gembutsu
Respect
Teamwork
Toyota Way 2001
87. 87Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
TBP – Toyota Business Practices
TBP was developed to practice the Toyota Way in everyday business around the world
Toyota
Business Practices
Toyota
Problem Solving
TOYOTA WAY
Concrete Actions
and Processes
Drive and
Dedication
Toyota Way 2001
88. 88Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
TBP – Concrete Actions and Processes
1. Clarify the Problem
2. Break Down the Problem
3. Set a Target
4. Analyze the Root Cause
5. Develop Countermeasures
6. See Countermeasures
Through
7. Monitor both Results and
Progress
8. Standardize Successful
Process
P
C
D
A
Toyota
Business Practices
Toyota
Problem Solving
TOYOTA WAY
89. 89Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
• Customer First
• Always Confirm the Purpose of
Your Work
• Ownership and Responsibility
• Visualization
• Judgment Based on Facts
• Think and Act Persistently
• Speedy Action in a Timely Manner
• Follow Each Person with Sincerity
and Commitment
• Thorough Communication
• Involve All Stakeholders
TBP – Drive and Dedication
Toyota
Business Practices
Toyota
Problem Solving
TOYOTA WAY
90. 90Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
Toyota Way - Drive and Dedication
Customer First
Always think and act for the benefit of customers, and place their interests ahead of
all others.
Subsequent processes are also considered our customers.
Always Confirm the Purpose of Your Work
Constantly question the purpose of your work seeking your own answer.
Do not lose sight of the overall goal and purpose when focused upon a specific task.
Ownership and Responsibility
Be aware that you are the main person who is responsible for your work.
Recognize the mission, value and pride in your work, and envision your goal.
Toyota
Business Practices
Toyota
Problem Solving
TOYOTA WAY
Toyota Way 2001
91. 91Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
Toyota Way - Drive and Dedication
Visualization
Promote visualization and clarify problems for everyone to understand.
Information should be shared on a timely basis for the benefit of all.
Judgment Based on Facts
Without prejudice or preconception, investigate all the facts: go and see the situation
as it truly is.
Think and Act Persistently
Think deeply and commit to the completion of a task with a strong belief in not
giving up.
Speedy Action in a Timely Manner
Be adaptable to customers’ needs, and fulfill them quickly.
If necessary, use temporary measures until you can implement countermeasures.
Toyota
Business Practices
Toyota
Problem Solving
TOYOTA WAY
Toyota Way 2001
92. 92Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
Toyota Way - Drive and Dedication
Follow Each Process with Sincerity and Commitment
Be committed to follow the process without taking shortcuts. Listen to others’
opinions with an open mind. Possess a sense of responsibility towards your own
actions.
Thorough Communication
Thoroughly and sincerely communicate with stakeholders until they gain deep
understanding.
Involve All Stakeholders
Involve relevant members and partners to increase knowledge and wisdom as well as
to maximize the efficiency and output of the group.
Toyota
Business Practices
Toyota
Problem Solving
TOYOTA WAY
Toyota Way 2001
93. 93Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
TBP – Toyota Business Practices
1. Clarify the Problem
2. Break Down the Problem
3. Set a Target
4. Analyze the Root Cause
5. Develop Countermeasures
6. See Countermeasures
Through
7. Monitor both Results and
Progress
8. Standardize Successful
Process
P
C
D
A
• Customer First
• Always Confirm the Purpose of
Your Work
• Ownership and Responsibility
• Visualization
• Judgment Based on Facts
• Think and Act Persistently
• Speedy Action in a Timely Manner
• Follow Each Person with Sincerity
and Commitment
• Thorough Communication
• Involve All Stakeholders
Drive and DedicationConcrete Actions and Processes
Toyota
Business Practices
Toyota
Problem Solving
TOYOTA WAY
94. 94Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, 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 Piatkowski
W3 Group Canada Inc.
iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.com
http://twi-network.com
Thinkingwin, Win, WIN
95. 95Marek.Piatkowski@Rogers.com
What is Toyota
Production System
Introduction
Thinkingwin, Win, WIN
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