2020 May Leading the Change Lean Implementation Strategies and Tactics Telling the Story Using an A3 Report Plan-Do-Check-Act Consider Alternative Solutions While Building Consensus Complete a Thorough Root Cause Analysis Situation and Define the Problem Problem Solving the Toyota Way Develop Suppliers and Partners as Extensions of the Enterprise Toyota Supply Systems Toyota Supplier Partnering Characteristics Develop Exceptional Team Associates Develop Leaders Who Live Your System Make Technology Fit with People and Lean Processes Build a Culture That Stops to Fix Problems Toyota Leveling Paradox Establish Standardized Processes and Procedures Create Connected Process Flow Create Initial Process Stability Starting the Journey of Waste Reduction Define Your Company Purpose Developing Improvement Kata Behavior in Your Organization Written Document to Support Toyota Mentor/Mentee Dialogue Summary Discussion of the Toyota Mentor/Mentee Case Toyota’s Mentor/Mentee Case Example Toyota Coaching Kata: Leaders as Teachers Who Carries Out Process Improvement at Toyota? How Toyota Utilizes PDCA This Is PDCA (Plan-Do-Check-Act) How Toyota Works Through the Gray Zone Establishing a Target Condition Target Condition Thinking Mobilizing Our Improvement Capability Now Toyota’s Tools Make More Sense Pull Systems (Kanban) - Lean Techniques Heijunka (Leveling Production) - Lean Techniques 1x1 Production (Continuous Flow) - Lean Techniques Takt Time - Lean Techniques 2020 April What Happened to Management By Objectives? The General Motors Approach (1920s to Present) The Ford Motor Company Approach (1906-1927) Toyota's Company Business Philosophy and Direction How Are We Approaching Process Improvement? What Defines a Company That Thrives Long Term? 2010 February Automobile Supply Chain in Europe Versus North America How Toyota and Suppliers Work Together as Partners How Toyota Suppliers Interact with Toyota How Toyota Dealers Interact with Toyota Logistics Operation at Toyota in North America Toyota Production Control Regarding Production Planning and Scheduling How Toyota Selects and Develops Suppliers How Toyota Works with its Suppliers 2010 January The Beer Game and the Toyota Supply Chain How to Apply Toyota Way Principles to Nonautomotive Supply Chains Coordination and Lean The Practice of Learning Learning Rate Implications Continuously Solving the Root Causes Developing Your People and Partners Applying the Above Process Design Principles Managing Variety Using Standardized Tasks Managing Variability by Stopping the Line to Fix Problems Managing Visibility by Leveling the Workload Managing Velocity Using Continuous Process Flow The Essential Ingredients of the Toyota Way The Toyota Way of Managing Supply Chains Toyota Crisis Management Toyota Dealer and Demand Fulfillment 2009 December Toyota Logistics Operation Toyota Managing Suppliers Toyota Parts Ordering Toyota Production Scheduling and Operations Toyota Sales and Operations Planning Toyota Examples of Mix Planning Comprehensive Overview of Supply Chain 2009 November Toyota Learning Principles and the v4L Framework 2009 May 13 Tips for Transitioning Your Company to a Lean Enterprise Why Changing Culture Is So Difficult Six Sigma, Lean Tools, and Lean Sigma: Just a Bunch of Tools? The Importance of Sustained Leadership Commitment: Two Examples A Commitment from the Top to Build a Total Culture from the Ground Up It’s All About Supporting the Core Value Stream Visual Control of Engineering at Genie Industries A Northrop Grumman Ship Systems Service Process Kaizen Event Phase Three: After the Workshop - Sustaining and Continuous Improvement Phase Two: The Kaizen Workshop Phase One: Preparation for the Workshop Developing and Implementing Value Stream Maps Through Kaizen Workshops Canada Post Corporation: Lean in Repetitive Service Operations The Problem of Identifying Flow in Service Organizations Using the Toyota Way to Transform Technical and Service Organizations Creating a Learning Organization Is a Long-Term Journey Hoshin Kanri - Directing and Motivating Organizational Learning Process vs. Results Orientation: The Role of Metrics Hansei: Responsibility, Self-Reflection, and Organizational Learning 1评论 “Practical Problem Solving” in Seven Steps 2009 April Getting to the Root Cause by Asking “Why?” Five Times The Principle: Identify Root Causes and Develop Countermeasures A Great Deal of Learning up Front Makes for Easier Decision Making Communicate Visually on One Piece of Paper to Arrive at Decisions Getting on the Same Page Through Nemawashi Broadly Consider Alternative Solutions with a Set-Based Approach The Principle: Thorough Consideration in Decision Making The Way of Genchi Genbutsu Is Ingrained in a Country’s Culture Hourensou-Rapid Genchi Genbutsu for Executives Leaders Are Not Excused from Genchi Genbutsu See America, Then Design for America Think and Speak Based on Personally Verified Data Ohno Circle - Watch and Think for Yourself 2评论 The Principle: Deeply Understanding and Reporting What You See Developing an Extended Learning Enterprise Means Enabling Others Saving “Sick” Suppliers Through TPS Working with Suppliers for Mutual Learning of TPS Partnering with Suppliers While Maintaining Internal Capability How Ford and Toyota Took Different Approaches to a Logistics Partnership The Principle: Find Solid Partners and Grow Together to Mutual Benefit in the Long Term People Drive Continuous Improvement External Motivation Theories Internal Motivation Theories At Toyota, Everything You Learned in School About Motivation Theory Is Right Work Groups Are the Focal Point for Solving Problems Developing Teams at Toyota: Not a One-Minute Proposition Launching a Toyota Facility in North America: One Shot at Getting the Culture Right The Principle: Developing Excellent Individual Work While Promoting Effective Team Work Form vs. Function of Teams The Common Themes of Leadership at Toyota 2009 March The Chief Engineer: The Critical Link to Innovation, Leadership, and Customer Satisfaction First Lesson of Management-Putting Customers First First American President of Toyota Motor Manufacturing The Principle-Growing Your Leaders Rather than Purchasing Them The Role of Technology - Adapting It Appropriately IT in Toyota’s Product Development Process How Information Technology Supports the Toyota Way People Do the Work, Computers Move the Information The Principle-Adoption of New Technology Must Support Your People, Process, and Values Keeping It Visual Through Technology and Human Systems A3 Reports: Capturing All You Need to Know on One Sheet of Paper Visual Control and Office Work Visual Control to Enhance Flow in a Service Parts Warehouse Visual Control Systems Are About Improving Value Added Flow The Principle-Clean It Up, Make It Visual Use Visual Control So No Problems Are Hidden Standardization as an Enabler Standardizing Work for a New Product Launch Coercive vs. Enabling Bureaucracies-Employee Empowerment The Principle: Standardization Is the Basis for Continuous Improvement and Quality Building in Quality Is a Principle, Not a Technology Building in Quality in a Services Environment Keep Quality Control Simple and Involve Team Members Using Countermeasures and Error-Proofing to Fix Problems The Principle-Stopping the Process to Build in Quality (Jidoka) Case Example: Building Aluminum Gutters on a Level Production Schedule Putting Leveling and Flow Together-A Tough Sell Heijunka in Service Operations “Build to Order” Yet Heijunka Leveling the Schedule-Inventory’s Role Heijunka-Leveling Production and Schedules 2009 February Using Pull in a GM Office Push Scheduling Has Its Place Toyota’s Kanban System—Pull Where You Must Pull-Replenishment in Everyday Life The Principle-Customer Pull and Replenishment Why Creating Flow Is Difficult Benefits of One-Piece Flow Takt Time: The Heart Beat of One-Piece Flow Why Faster Means Better in a Flow Traditional Mass Production Thinking Most Business Processes Are 90% Waste and 10% Value-Added Work The Gutting of Chrysler’s Culture: A Cautionary Tale Create a Constancy of Purpose and Place in History Toyota’s Mission Statement and Guiding Principles Use Self-Reliance and Responsibility to Decide Your Own Fate Don’t Let Business Decisions Undermine Trust and Mutual Respect The NUMMI Story: Building Trust with Employees Doing the Right Thing for the Customer A Mission Greater than Earning a Paycheck Other Toyota Way Principles from the Prius Story Toyota’s New Product Development Process The Clay Model Freeze-15 Months to Go A New President with a New Mission-Prius Leads the Way Phase III: Accelerating the Development Project The Hybrid Gets a Push from the Top The 21st-Century Car: Environmentally Friendly, Conserving Natural Resources An Unlikely Chief Engineer Invents a New Approach to Car Development The Prius Blueprint 2009 January Achieving No-Compromise Objectives Listening to the Customer and Benchmarking the Competition Lexus: A New Car, a New Division by the Michael Jordan of Chief Engineers The Toyota Way Is More than Tools and Techniques The “TPS House” Diagram: A System Based on a Structure, Not Just a Set of Techniques Traditional Process Improvement vs. Lean Improvement Creating the Manufacturing System That Changed the World One-Piece Flow, a Core Principle The Development of the Toyota Production System (TPS) The Toyota Automotive Company The Toyoda Family: Generations of Consistent Leadership Using the Toyota Way for Long-Term Success Why Companies Often Think They Are Lean—But Aren’t The Toyota Production System (TPS) and Lean Production The Toyota Way: Using Operational Excellence as a Strategic Weapon