Lean Foundational Principles for Leaders · 1 Honsha Associates honsha™ experience you can Lean...

11Honsha Associates

honsha™ experience you can Lean on

Lean Foundational Principles for Leaders

Darril [email protected]

+1-210-287-0365

www.honsha.org

Twitter

@HonshaDarril

22Honsha Associates


Darril Wilburn

– Partner at Honsha

• Former Toyota

– Kentucky, North American Headquarters, Texas start-up

– Toyota Way, Toyota Business Practice, Toyota Production

System student

• Co Author of “Toyota by Toyota”

• LEI Faculty Member

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Corporate Responsibility

“Honsha promises that a high sense of satisfaction

comes with making a difference in the lives of

others. They also promise a new level of respect

working with those who have already made such

missions their own mission for life. I cannot measure how my respect for these

special individuals and organizations has grown

and crystalized because of my experience in Lean For

Hope. Thank you.”Toni Davies

Ph.D. – President at Davies Consulting, Inc. and LFH

envoy.

Wise Madness is a non-profit

organization that takes young

kids off the streets and provides

them with guidance and

mentorship to help make wise

decisions and to navigate

through the crazy life we all

live. Honsha provides Wise

Madness with financial support

and uniforms for the kids

WHO WE ARE

In partnership with AME – Brazil

Honsha helped improve the

logistics methods for the

distribution of medicine to remote

villages in the devastated and poor

areas of East Timor. When the

Democratic Republic of Timor-

Leste was just four years

old Honsha helped its government

by conducting seminars and

coaching sessions aimed at

supporting service organizations.

Toyota by Toyota Book

All proceeds from the sale of

this book are destined to help

social purposes such as the ones

on this page.

Honsha extends its gratitude to

the following co-authors who

have agreed on forfeiting their

revenue share.: S. Ansuini,

G.Damiani, C.Fukamizu,

R.Kitazuka, G.Lane,

R.Martichenko, P.Muller,

A.Norval, S.Obara, B.Plummer,

A.Smalley and D Wilburn.

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Today

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Lean Foundation Principles

Based on TW2K1

88Honsha Associates


What is “Lean”?

• “Lean is a set of concepts, principles and tools used to

create and deliver the most value from the customer’s

perspective while consuming the fewest resources by fully

utilizing (and developing the skills and knowledge of those

who do the work.”

• --Lean Enterprise Institute

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Organizational Systems Development

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What is a Principle?

• A truth or natural law

• It will operate with or without our

knowledge or acknowledgement

• Consequences for aligning with principles

and for not aligning with principles

• We chose our values but are our values

aligned with principles?

Adapted from Stephen R. Covey’s 7 Habits




Continuous

Improvement

Courage Humility

Kaizen

Respect



Courage

We form a long term vision

meeting challenges with

determination and

resourcefulness to realize our

vision.



CourageHoshin Kanri

(Strategy Deployment)

Function Hoshin

Division Hoshin

Department Hoshin

Individual Priority Themes

OJD

P/S

Horizontal Alignment

Ve

rtica

l Alig

nm

en

t

Company Hoshin

Vision



Hoshin to Process

ActivityFloor Management Development System

Sub KPI

Plant 1

Sub KPI

Plant 1

Sub KPI

Plant 1

Company Plan

Main KPI

Sub KPI

GM 1

Sub KPI

GM 1

Sub KPI

GM 1

Department Plan

Main KPI

Sub KPI

MGR 1

Sub KPI

MGR 1

Sub KPI

MGR 1

Area Plan

Main KPI

Sub KPI

GL 1

Sub KPI

GL 1

Sub KPI

GL 1

MGR Plan

Main KPI

Sub KPI

Factor1

Sub KPI

Factor2

Sub KPI

Factor3

Group Mgmt

Main KPI

Process

KPI

Process

KPI

Process

KPI

Activity

Result

Activity

Result

Activity

Result



Courage

Developing individuals and the

team takes vision and

courage.

Until we do this, we cannot be

a Lean organization.




Continuous

Improvement

Courage Humility

Kaizen

Respect



Humility

We don’t assume we understand so

we go to the source to find facts to

make correct decisions, to build

shared understanding and quickly

achieve our goals.



Humility

“Genchi Genbutsu”• Why do we “go and see”?

– Genchi Genbutsu so that you can:

• Learn

– Humility is the key to learning

• Teach

• Be seen

• So you don’t have to go and see again



Humility-Genchi Genbutsu

–“Observe (the work) without

preconceptions and with a blank

mind. Repeat “why” 5 times to every

matter.”

–“Data is important but I place

greatest emphasis on fact.”

–“He who has no problem has the

biggest problem of all.”


honsha™ experience you can Lean on*Adapted from Lean Enterprise Institute (LEI) Transformation Framework

Watch video: https://www.youtube.com/watch?v=oeRXOT8lv0g

Alignment and

Commitment

With the transformation assessment as a foundational input, we create together a value

creation plan that clearly defines improvements to the work systems that will drive key

performance indicators and bottom line results. Leadership openness to learn and grow

the organization’s capability essential

https://www.youtube.com/watch?v=oeRXOT8lv0g



PDCA With Humility

Action

Do

Plan

Check

PDCA cycle is a cycle of making a plan (Plan), implement it (Do), check the results (Check), and take necessary actions to improve (Action). (See the left chart.)

Without thorough consideration of a plan and clear guideline of implementation, many reworking would be necessary, consuming more time than expected. Gathering data, analyzing facts and making a plan before implementation is important. (See the chart below.)

Effort and Hours

P D C ASufficient planning

Learning/Humility

Sufficient Effort/Resources




Continuous

Improvement

Courage Humility

Kaizen

Respect



Kaizen

We improve our business

operations continuously,

always driving for

innovation.



Kaizen

“Kaizen activities are the

incubator of innovation. This

is because Kaizen activities

create an atmosphere of

accepting change.” Akira Takahashi



Senior

Management

Middle

Management

Front lines

Must ‘Do’

Must

Improve

Must lead the actual

operational change

Get Results

Must model the way,

provide vision and systems

Align the Organization

3 Levels of “Kaizen”

Role Level Technique

Hoshin KanriTo position the

org. to solve

future problems.

System Kaizen

Visual Management

System

A3-PDCA

System Kaizen

Daily Kaizen &

Standardized

Work



PDCA Problem Solving



Deeper Kaizen Thinking

Kaizen=

Kaizen=




Continuous

Improvement

Courage Humility

Kaizen

Respect



Respect

• We make every effort to

understand each other, take

responsibility and build mutual

trust.

• We stimulate personal and

professional growth, share the

opportunities of development

and maximize individual and

team performance. Teamwork!



Respect

Lean Transformation

30



Respect

Organizational Systems Development



Respect

“A person’s life is an

accumulation of time, just

one hour is important in

their life. Employees

provide their precious

hours of life to the

company, so we have to

use it effectively, otherwise

we are wasting their life.” Eiji Toyoda

Continuous

Improvement

Continuous

Improvement

Darril Wilburn

[email protected]

+1-210-287-0365

www.honsha.org

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241 Wilburn

Are you a future presenter? Contact Jeff Fuchs at [email protected] about

presenting at next year’s conference.



Thank you!

www.honsha.org

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