- Lean is not voluntary; People who don't like it need to be re-educated or leave, Management needs to deal with the "antibodies".
- Ideas come out of the closet; Lean provides an opportunity for employees , good ideas to be heard. They have often had these ideas before Lean. They have often expressed these ideas before Lean. As management be humble.
- It's a journey of continuous improvement with perfection unattainable.
- Lead by example ; Interest, Knowledge, Support, Involvement and Dirty Hand.
- Get a teacher , you want a teacher not consultant.
- Strong Leaders are essential.
- You need to master the tools, but they are only tools, you need commitment, energy, stamina and ability. Follow through is an essential act and an essential message. Consolidate your gains while you push ahead for new ones. Need accountability.
- You cannot communicate too much with stakeholders, Lean team leaders cannot be managers of area being improved and the co-leader needs to own the process. Lean can drive your accounting people nuts, so get them on board early.
- Lean will not leap tall mountains ,,, that's why we call it a journey, becareful with the scope of events.
- Measure Accomplishments, in dollars , quality and customer service.
Thursday, December 27, 2007
Wednesday, December 26, 2007
" So the first real difficulty with lean deals with both technical and people challenges. The change begins by framing the problem, which one recognizes in the factory from a lean perspective."
IN ORDER TO GET STARTED, PEOPLE NEED TO, IN ESSENCE, DEVELOP A LEAN EYE.
You can read , Jhon Shook and Mike Rother's book " Learning to See " , refer to genchi genbutsu ( go and see ) .
( Article is Taken from Lean Enterprise Institute )
For beginners seeking an overview of the entire lean system, as well as a sense of the types of human challenges which lean leader encounter.
Sunday, December 23, 2007
Tuesday, December 18, 2007
Framing is a well studied concept in social science. It can be described as implicitly selecting some aspects of perceived reality as more salient thatn others, thus orienting problem definition, causal interpretation, moral evaluation and eventually action recommendation.
In Toyota Production System , we have 4 frames that support our quality mindset to be delivered highest quality to customer.
4 Frames :
- Improving Performance
- Problem Awareness
- Problem Solving
- Developing People Before Making Parts
1. Improving Performance
Improving performance is the first goal of TPS, not implementing tools fot the tools sake.
- Quality improvement, through building in quality 100% at the process rather than inspecting it in later.
- Improving customer service by reducing response time, how can I please my customers by delivering to them exactly what they want, exactly when they want it, in the right quantity at the highest quality and lowest cost ?
- Cost reduction through waste elimination, anything other than the minimum amount of equipment, materials, parts and working time absolutely essential to production are merely surpluses that only raise cost.
2. Problem Awareness , Developing a kaizen conciousness
The 2nd deep frame of TPS is problem awareness, in which lean thinkers continually know precisely where the system falls short of perfection and relentessly pursue these "problems" everyday. In the word of Nampachi Hayashi : "The biggest problem is thinking you are okay".
A generally and understandable, human tedency is blame circumstances when run into difficulties. The TPS frame looks to take responsibility, challenge assumptions and conduct the framed "5 WHY" exercise of asking" WHY? until the root cause of a problem is uncovered.
3. Problem Solving , Go and See Quick Experiments and Rigorous Result Checking
3rd, TPS also conveys a deep frame for experiential problem solving. As Ohno said: "In a production plant operation, data are highly regarded but I consider facts to be even more important." The difference is more than sematic: TPS consider facts to be events that you have your self witnessed at the real place, with the real parts and the real people.
4. Developing People Before Making Parts
Recalling his days aas an Ohno dicipline. Teruyuki Minoura muses, " I don't think he was interested in my answer at all. I think he was just putting me through some kind of training to get me to learn how to think." Hajima Ohba depict TPS as fundamentally a system of training where everyone solves problems uner the guidance of a mentor. Kenji Miura, head of Toyota's Operations Management Consulting Division, on recent visit to a european plant chided the plant management , " Don't have kaizen-men and observers." This was strong way of saying that developing a "kaizen consciousness" was the responsibility of the management, not of staff "expert".
In fact, TPS frames every manager's job very strongly as :
- Build the performance mindset
- Establish the standard method
- Track actual performance (make problems or abnormalities visible)
- Teach a basic way for analyzing work
- Develop employees through solving probems or improvement tasks.
Indo Lean Institute
A manufacturing philosophy developed by Toyota Motor Corporation aimed at optimal levels of efficiency through the elimination of waste.
TPS is 90% operational/cultural
- Deliver the highest quality to customer.
- Deliver product with the lowest cost for overall operations .
- Shortest the lead time , fastest collect the cast.
- Flexibility for any of changes.
- High Safety
- High Morale ( Mutual Trust and Respect )