Lean Leadership Ppt
38
Lean Management and Lean Management and the role of the role of Lean Leadership Lean Leadership Akhil Chugh Rashmi Sharma
Transcript of Lean Leadership Ppt
Lean Management and the role Lean Management and the role of Lean Leadership of Lean Leadership
Akhil Chugh
Rashmi Sharma
Every Organization Must AddressEvery Organization Must Address
Purpose ndash Provide value to customers in order to prosper
Process ndash Through smoothly flowing value streams for design make and use
People ndash By engaging every employee touching value streams (including support streams) to sustain and improve the flow
Most Organizations StruggleMost Organizations Struggle
Purpose is not clearly defined in terms of solving the customerrsquos problems
Processes are not clearly specified
People are not engaged in optimizing the whole value stream rather than the point where they work
Lean ManagementLean Management
Addresses the purpose problem by identifying product family value streams for specific customers
1048633 Makes value easier to specify
1048633 Makes the flow of value easier to see
Lean ManagementLean Management
Addresses the process problem by assigning a leader to each value stream
1048633 Makes current condition of entire process clear to everyone
1048633Proposes a better ldquofuture staterdquo process and takes responsibility for implementing it
1048633Makes condition of the new ldquocurrent staterdquo clear to everyone
1048633Proposes a still better ldquofuture staterdquo
Lean ThinkingLean Thinking
Five step approach
bull Find a change agent
bull Find a sensei (to get the knowledge)
bull Seize or create the crisis
bull Map your value streams
bull Get started on creating better value streams
Buthelliphow do lean leaders lead this process
What is ldquoLeanrdquoWhat is ldquoLeanrdquo
Lean is a philosophy of production which emphasizes providing value to the customer and eliminating waste
The Impact of Becoming LeanThe Impact of Becoming Lean
Toyota has overtaken Ford as number two in the global motor industryIt intends to overtake General Motors to become number one by 2010
ldquoBrilliant process management is our strategyrdquo Senior Toyota executive
Defining LeanDefining Lean
Continually reducing waste in all areas and in all forms
English phrase coined to summarize Japanese manufacturing techniques (specifically the Toyota Production System)
What Does it Mean to be What Does it Mean to be ldquoLeanrdquoldquoLeanrdquo ldquoIt is not possible to lsquoBe Leanrsquo
It is only possible to work toward lsquoBecoming Leanrsquo
Being ldquoLeanrdquo would mean there is a process in place that will ensure the ability to continuously improve people and business performance-foreverrdquo
Basic Tenets of LeanBasic Tenets of Lean
Specify Value
Make ProductsFlow
Implement Pull
Defined by Womack amp Jones in their book Lean Thinking
Map the ValueStream
PursuePerfection
Difference between Traditional Difference between Traditional Leadership and Lean LeadershipLeadership and Lean Leadership
Traditional Leadership Leader plans Staff meets goals set by
Leader Leader produces
metrics and Feeds back when not met
Rigid enforcement of rules and regulations
Lean Leadership Direction setter Ensures team goals
support vision Monitors and audits
teamrsquos metrics Sets expectations
Traditional Leadership
Information controller Sole problem solver Technical expert Assignor of work Performance appraiser
Lean Leadership
Information conduit Facilitates lsquoroot causersquo
analysis Technical resource Provider of forward
workloads Appraises team
performance to team goals
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Every Organization Must AddressEvery Organization Must Address
Purpose ndash Provide value to customers in order to prosper
Process ndash Through smoothly flowing value streams for design make and use
People ndash By engaging every employee touching value streams (including support streams) to sustain and improve the flow
Most Organizations StruggleMost Organizations Struggle
Purpose is not clearly defined in terms of solving the customerrsquos problems
Processes are not clearly specified
People are not engaged in optimizing the whole value stream rather than the point where they work
Lean ManagementLean Management
Addresses the purpose problem by identifying product family value streams for specific customers
1048633 Makes value easier to specify
1048633 Makes the flow of value easier to see
Lean ManagementLean Management
Addresses the process problem by assigning a leader to each value stream
1048633 Makes current condition of entire process clear to everyone
1048633Proposes a better ldquofuture staterdquo process and takes responsibility for implementing it
1048633Makes condition of the new ldquocurrent staterdquo clear to everyone
1048633Proposes a still better ldquofuture staterdquo
Lean ThinkingLean Thinking
Five step approach
bull Find a change agent
bull Find a sensei (to get the knowledge)
bull Seize or create the crisis
bull Map your value streams
bull Get started on creating better value streams
Buthelliphow do lean leaders lead this process
What is ldquoLeanrdquoWhat is ldquoLeanrdquo
Lean is a philosophy of production which emphasizes providing value to the customer and eliminating waste
The Impact of Becoming LeanThe Impact of Becoming Lean
Toyota has overtaken Ford as number two in the global motor industryIt intends to overtake General Motors to become number one by 2010
ldquoBrilliant process management is our strategyrdquo Senior Toyota executive
Defining LeanDefining Lean
Continually reducing waste in all areas and in all forms
English phrase coined to summarize Japanese manufacturing techniques (specifically the Toyota Production System)
What Does it Mean to be What Does it Mean to be ldquoLeanrdquoldquoLeanrdquo ldquoIt is not possible to lsquoBe Leanrsquo
It is only possible to work toward lsquoBecoming Leanrsquo
Being ldquoLeanrdquo would mean there is a process in place that will ensure the ability to continuously improve people and business performance-foreverrdquo
Basic Tenets of LeanBasic Tenets of Lean
Specify Value
Make ProductsFlow
Implement Pull
Defined by Womack amp Jones in their book Lean Thinking
Map the ValueStream
PursuePerfection
Difference between Traditional Difference between Traditional Leadership and Lean LeadershipLeadership and Lean Leadership
Traditional Leadership Leader plans Staff meets goals set by
Leader Leader produces
metrics and Feeds back when not met
Rigid enforcement of rules and regulations
Lean Leadership Direction setter Ensures team goals
support vision Monitors and audits
teamrsquos metrics Sets expectations
Traditional Leadership
Information controller Sole problem solver Technical expert Assignor of work Performance appraiser
Lean Leadership
Information conduit Facilitates lsquoroot causersquo
analysis Technical resource Provider of forward
workloads Appraises team
performance to team goals
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Most Organizations StruggleMost Organizations Struggle
Purpose is not clearly defined in terms of solving the customerrsquos problems
Processes are not clearly specified
People are not engaged in optimizing the whole value stream rather than the point where they work
Lean ManagementLean Management
Addresses the purpose problem by identifying product family value streams for specific customers
1048633 Makes value easier to specify
1048633 Makes the flow of value easier to see
Lean ManagementLean Management
Addresses the process problem by assigning a leader to each value stream
1048633 Makes current condition of entire process clear to everyone
1048633Proposes a better ldquofuture staterdquo process and takes responsibility for implementing it
1048633Makes condition of the new ldquocurrent staterdquo clear to everyone
1048633Proposes a still better ldquofuture staterdquo
Lean ThinkingLean Thinking
Five step approach
bull Find a change agent
bull Find a sensei (to get the knowledge)
bull Seize or create the crisis
bull Map your value streams
bull Get started on creating better value streams
Buthelliphow do lean leaders lead this process
What is ldquoLeanrdquoWhat is ldquoLeanrdquo
Lean is a philosophy of production which emphasizes providing value to the customer and eliminating waste
The Impact of Becoming LeanThe Impact of Becoming Lean
Toyota has overtaken Ford as number two in the global motor industryIt intends to overtake General Motors to become number one by 2010
ldquoBrilliant process management is our strategyrdquo Senior Toyota executive
Defining LeanDefining Lean
Continually reducing waste in all areas and in all forms
English phrase coined to summarize Japanese manufacturing techniques (specifically the Toyota Production System)
What Does it Mean to be What Does it Mean to be ldquoLeanrdquoldquoLeanrdquo ldquoIt is not possible to lsquoBe Leanrsquo
It is only possible to work toward lsquoBecoming Leanrsquo
Being ldquoLeanrdquo would mean there is a process in place that will ensure the ability to continuously improve people and business performance-foreverrdquo
Basic Tenets of LeanBasic Tenets of Lean
Specify Value
Make ProductsFlow
Implement Pull
Defined by Womack amp Jones in their book Lean Thinking
Map the ValueStream
PursuePerfection
Difference between Traditional Difference between Traditional Leadership and Lean LeadershipLeadership and Lean Leadership
Traditional Leadership Leader plans Staff meets goals set by
Leader Leader produces
metrics and Feeds back when not met
Rigid enforcement of rules and regulations
Lean Leadership Direction setter Ensures team goals
support vision Monitors and audits
teamrsquos metrics Sets expectations
Traditional Leadership
Information controller Sole problem solver Technical expert Assignor of work Performance appraiser
Lean Leadership
Information conduit Facilitates lsquoroot causersquo
analysis Technical resource Provider of forward
workloads Appraises team
performance to team goals
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Lean ManagementLean Management
Addresses the purpose problem by identifying product family value streams for specific customers
1048633 Makes value easier to specify
1048633 Makes the flow of value easier to see
Lean ManagementLean Management
Addresses the process problem by assigning a leader to each value stream
1048633 Makes current condition of entire process clear to everyone
1048633Proposes a better ldquofuture staterdquo process and takes responsibility for implementing it
1048633Makes condition of the new ldquocurrent staterdquo clear to everyone
1048633Proposes a still better ldquofuture staterdquo
Lean ThinkingLean Thinking
Five step approach
bull Find a change agent
bull Find a sensei (to get the knowledge)
bull Seize or create the crisis
bull Map your value streams
bull Get started on creating better value streams
Buthelliphow do lean leaders lead this process
What is ldquoLeanrdquoWhat is ldquoLeanrdquo
Lean is a philosophy of production which emphasizes providing value to the customer and eliminating waste
The Impact of Becoming LeanThe Impact of Becoming Lean
Toyota has overtaken Ford as number two in the global motor industryIt intends to overtake General Motors to become number one by 2010
ldquoBrilliant process management is our strategyrdquo Senior Toyota executive
Defining LeanDefining Lean
Continually reducing waste in all areas and in all forms
English phrase coined to summarize Japanese manufacturing techniques (specifically the Toyota Production System)
What Does it Mean to be What Does it Mean to be ldquoLeanrdquoldquoLeanrdquo ldquoIt is not possible to lsquoBe Leanrsquo
It is only possible to work toward lsquoBecoming Leanrsquo
Being ldquoLeanrdquo would mean there is a process in place that will ensure the ability to continuously improve people and business performance-foreverrdquo
Basic Tenets of LeanBasic Tenets of Lean
Specify Value
Make ProductsFlow
Implement Pull
Defined by Womack amp Jones in their book Lean Thinking
Map the ValueStream
PursuePerfection
Difference between Traditional Difference between Traditional Leadership and Lean LeadershipLeadership and Lean Leadership
Traditional Leadership Leader plans Staff meets goals set by
Leader Leader produces
metrics and Feeds back when not met
Rigid enforcement of rules and regulations
Lean Leadership Direction setter Ensures team goals
support vision Monitors and audits
teamrsquos metrics Sets expectations
Traditional Leadership
Information controller Sole problem solver Technical expert Assignor of work Performance appraiser
Lean Leadership
Information conduit Facilitates lsquoroot causersquo
analysis Technical resource Provider of forward
workloads Appraises team
performance to team goals
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Lean ManagementLean Management
Addresses the process problem by assigning a leader to each value stream
1048633 Makes current condition of entire process clear to everyone
1048633Proposes a better ldquofuture staterdquo process and takes responsibility for implementing it
1048633Makes condition of the new ldquocurrent staterdquo clear to everyone
1048633Proposes a still better ldquofuture staterdquo
Lean ThinkingLean Thinking
Five step approach
bull Find a change agent
bull Find a sensei (to get the knowledge)
bull Seize or create the crisis
bull Map your value streams
bull Get started on creating better value streams
Buthelliphow do lean leaders lead this process
What is ldquoLeanrdquoWhat is ldquoLeanrdquo
Lean is a philosophy of production which emphasizes providing value to the customer and eliminating waste
The Impact of Becoming LeanThe Impact of Becoming Lean
Toyota has overtaken Ford as number two in the global motor industryIt intends to overtake General Motors to become number one by 2010
ldquoBrilliant process management is our strategyrdquo Senior Toyota executive
Defining LeanDefining Lean
Continually reducing waste in all areas and in all forms
English phrase coined to summarize Japanese manufacturing techniques (specifically the Toyota Production System)
What Does it Mean to be What Does it Mean to be ldquoLeanrdquoldquoLeanrdquo ldquoIt is not possible to lsquoBe Leanrsquo
It is only possible to work toward lsquoBecoming Leanrsquo
Being ldquoLeanrdquo would mean there is a process in place that will ensure the ability to continuously improve people and business performance-foreverrdquo
Basic Tenets of LeanBasic Tenets of Lean
Specify Value
Make ProductsFlow
Implement Pull
Defined by Womack amp Jones in their book Lean Thinking
Map the ValueStream
PursuePerfection
Difference between Traditional Difference between Traditional Leadership and Lean LeadershipLeadership and Lean Leadership
Traditional Leadership Leader plans Staff meets goals set by
Leader Leader produces
metrics and Feeds back when not met
Rigid enforcement of rules and regulations
Lean Leadership Direction setter Ensures team goals
support vision Monitors and audits
teamrsquos metrics Sets expectations
Traditional Leadership
Information controller Sole problem solver Technical expert Assignor of work Performance appraiser
Lean Leadership
Information conduit Facilitates lsquoroot causersquo
analysis Technical resource Provider of forward
workloads Appraises team
performance to team goals
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Lean ThinkingLean Thinking
Five step approach
bull Find a change agent
bull Find a sensei (to get the knowledge)
bull Seize or create the crisis
bull Map your value streams
bull Get started on creating better value streams
Buthelliphow do lean leaders lead this process
What is ldquoLeanrdquoWhat is ldquoLeanrdquo
Lean is a philosophy of production which emphasizes providing value to the customer and eliminating waste
The Impact of Becoming LeanThe Impact of Becoming Lean
Toyota has overtaken Ford as number two in the global motor industryIt intends to overtake General Motors to become number one by 2010
ldquoBrilliant process management is our strategyrdquo Senior Toyota executive
Defining LeanDefining Lean
Continually reducing waste in all areas and in all forms
English phrase coined to summarize Japanese manufacturing techniques (specifically the Toyota Production System)
What Does it Mean to be What Does it Mean to be ldquoLeanrdquoldquoLeanrdquo ldquoIt is not possible to lsquoBe Leanrsquo
It is only possible to work toward lsquoBecoming Leanrsquo
Being ldquoLeanrdquo would mean there is a process in place that will ensure the ability to continuously improve people and business performance-foreverrdquo
Basic Tenets of LeanBasic Tenets of Lean
Specify Value
Make ProductsFlow
Implement Pull
Defined by Womack amp Jones in their book Lean Thinking
Map the ValueStream
PursuePerfection
Difference between Traditional Difference between Traditional Leadership and Lean LeadershipLeadership and Lean Leadership
Traditional Leadership Leader plans Staff meets goals set by
Leader Leader produces
metrics and Feeds back when not met
Rigid enforcement of rules and regulations
Lean Leadership Direction setter Ensures team goals
support vision Monitors and audits
teamrsquos metrics Sets expectations
Traditional Leadership
Information controller Sole problem solver Technical expert Assignor of work Performance appraiser
Lean Leadership
Information conduit Facilitates lsquoroot causersquo
analysis Technical resource Provider of forward
workloads Appraises team
performance to team goals
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
What is ldquoLeanrdquoWhat is ldquoLeanrdquo
Lean is a philosophy of production which emphasizes providing value to the customer and eliminating waste
The Impact of Becoming LeanThe Impact of Becoming Lean
Toyota has overtaken Ford as number two in the global motor industryIt intends to overtake General Motors to become number one by 2010
ldquoBrilliant process management is our strategyrdquo Senior Toyota executive
Defining LeanDefining Lean
Continually reducing waste in all areas and in all forms
English phrase coined to summarize Japanese manufacturing techniques (specifically the Toyota Production System)
What Does it Mean to be What Does it Mean to be ldquoLeanrdquoldquoLeanrdquo ldquoIt is not possible to lsquoBe Leanrsquo
It is only possible to work toward lsquoBecoming Leanrsquo
Being ldquoLeanrdquo would mean there is a process in place that will ensure the ability to continuously improve people and business performance-foreverrdquo
Basic Tenets of LeanBasic Tenets of Lean
Specify Value
Make ProductsFlow
Implement Pull
Defined by Womack amp Jones in their book Lean Thinking
Map the ValueStream
PursuePerfection
Difference between Traditional Difference between Traditional Leadership and Lean LeadershipLeadership and Lean Leadership
Traditional Leadership Leader plans Staff meets goals set by
Leader Leader produces
metrics and Feeds back when not met
Rigid enforcement of rules and regulations
Lean Leadership Direction setter Ensures team goals
support vision Monitors and audits
teamrsquos metrics Sets expectations
Traditional Leadership
Information controller Sole problem solver Technical expert Assignor of work Performance appraiser
Lean Leadership
Information conduit Facilitates lsquoroot causersquo
analysis Technical resource Provider of forward
workloads Appraises team
performance to team goals
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
The Impact of Becoming LeanThe Impact of Becoming Lean
Toyota has overtaken Ford as number two in the global motor industryIt intends to overtake General Motors to become number one by 2010
ldquoBrilliant process management is our strategyrdquo Senior Toyota executive
Defining LeanDefining Lean
Continually reducing waste in all areas and in all forms
English phrase coined to summarize Japanese manufacturing techniques (specifically the Toyota Production System)
What Does it Mean to be What Does it Mean to be ldquoLeanrdquoldquoLeanrdquo ldquoIt is not possible to lsquoBe Leanrsquo
It is only possible to work toward lsquoBecoming Leanrsquo
Being ldquoLeanrdquo would mean there is a process in place that will ensure the ability to continuously improve people and business performance-foreverrdquo
Basic Tenets of LeanBasic Tenets of Lean
Specify Value
Make ProductsFlow
Implement Pull
Defined by Womack amp Jones in their book Lean Thinking
Map the ValueStream
PursuePerfection
Difference between Traditional Difference between Traditional Leadership and Lean LeadershipLeadership and Lean Leadership
Traditional Leadership Leader plans Staff meets goals set by
Leader Leader produces
metrics and Feeds back when not met
Rigid enforcement of rules and regulations
Lean Leadership Direction setter Ensures team goals
support vision Monitors and audits
teamrsquos metrics Sets expectations
Traditional Leadership
Information controller Sole problem solver Technical expert Assignor of work Performance appraiser
Lean Leadership
Information conduit Facilitates lsquoroot causersquo
analysis Technical resource Provider of forward
workloads Appraises team
performance to team goals
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Defining LeanDefining Lean
Continually reducing waste in all areas and in all forms
English phrase coined to summarize Japanese manufacturing techniques (specifically the Toyota Production System)
What Does it Mean to be What Does it Mean to be ldquoLeanrdquoldquoLeanrdquo ldquoIt is not possible to lsquoBe Leanrsquo
It is only possible to work toward lsquoBecoming Leanrsquo
Being ldquoLeanrdquo would mean there is a process in place that will ensure the ability to continuously improve people and business performance-foreverrdquo
Basic Tenets of LeanBasic Tenets of Lean
Specify Value
Make ProductsFlow
Implement Pull
Defined by Womack amp Jones in their book Lean Thinking
Map the ValueStream
PursuePerfection
Difference between Traditional Difference between Traditional Leadership and Lean LeadershipLeadership and Lean Leadership
Traditional Leadership Leader plans Staff meets goals set by
Leader Leader produces
metrics and Feeds back when not met
Rigid enforcement of rules and regulations
Lean Leadership Direction setter Ensures team goals
support vision Monitors and audits
teamrsquos metrics Sets expectations
Traditional Leadership
Information controller Sole problem solver Technical expert Assignor of work Performance appraiser
Lean Leadership
Information conduit Facilitates lsquoroot causersquo
analysis Technical resource Provider of forward
workloads Appraises team
performance to team goals
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
What Does it Mean to be What Does it Mean to be ldquoLeanrdquoldquoLeanrdquo ldquoIt is not possible to lsquoBe Leanrsquo
It is only possible to work toward lsquoBecoming Leanrsquo
Being ldquoLeanrdquo would mean there is a process in place that will ensure the ability to continuously improve people and business performance-foreverrdquo
Basic Tenets of LeanBasic Tenets of Lean
Specify Value
Make ProductsFlow
Implement Pull
Defined by Womack amp Jones in their book Lean Thinking
Map the ValueStream
PursuePerfection
Difference between Traditional Difference between Traditional Leadership and Lean LeadershipLeadership and Lean Leadership
Traditional Leadership Leader plans Staff meets goals set by
Leader Leader produces
metrics and Feeds back when not met
Rigid enforcement of rules and regulations
Lean Leadership Direction setter Ensures team goals
support vision Monitors and audits
teamrsquos metrics Sets expectations
Traditional Leadership
Information controller Sole problem solver Technical expert Assignor of work Performance appraiser
Lean Leadership
Information conduit Facilitates lsquoroot causersquo
analysis Technical resource Provider of forward
workloads Appraises team
performance to team goals
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Basic Tenets of LeanBasic Tenets of Lean
Specify Value
Make ProductsFlow
Implement Pull
Defined by Womack amp Jones in their book Lean Thinking
Map the ValueStream
PursuePerfection
Difference between Traditional Difference between Traditional Leadership and Lean LeadershipLeadership and Lean Leadership
Traditional Leadership Leader plans Staff meets goals set by
Leader Leader produces
metrics and Feeds back when not met
Rigid enforcement of rules and regulations
Lean Leadership Direction setter Ensures team goals
support vision Monitors and audits
teamrsquos metrics Sets expectations
Traditional Leadership
Information controller Sole problem solver Technical expert Assignor of work Performance appraiser
Lean Leadership
Information conduit Facilitates lsquoroot causersquo
analysis Technical resource Provider of forward
workloads Appraises team
performance to team goals
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Difference between Traditional Difference between Traditional Leadership and Lean LeadershipLeadership and Lean Leadership
Traditional Leadership Leader plans Staff meets goals set by
Leader Leader produces
metrics and Feeds back when not met
Rigid enforcement of rules and regulations
Lean Leadership Direction setter Ensures team goals
support vision Monitors and audits
teamrsquos metrics Sets expectations
Traditional Leadership
Information controller Sole problem solver Technical expert Assignor of work Performance appraiser
Lean Leadership
Information conduit Facilitates lsquoroot causersquo
analysis Technical resource Provider of forward
workloads Appraises team
performance to team goals
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Traditional Leadership
Information controller Sole problem solver Technical expert Assignor of work Performance appraiser
Lean Leadership
Information conduit Facilitates lsquoroot causersquo
analysis Technical resource Provider of forward
workloads Appraises team
performance to team goals
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Lean People Make a Lean EnterpriseLean People Make a Lean Enterprise
An Enterprise is a collection of people voluntarily banding together to produce a product or service
To have a Lean Enterprise you have to have Lean people
People have to get Lean before the enterprise can get Lean
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Lean People Have SomethingLean People Have Something
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Understanding ValueUnderstanding Value
Lean Thinking starts with specifying value from the customerrsquos perspective
Identifying your customers
internal or external Identifying customerrsquos needs Meeting customerrsquos needs Measuring performance from
the customerrsquos perspective
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Adapting QuicklyAdapting Quickly
Customer demands are constantly shifting so products and processes must change
Overcoming resistance to change Re-channeling anxiety into
productive creativity Taking advantage of the new
environment
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Leading From BelowLeading From Below
Leaders are people who influence others Leaders Envision
ndash Analyze the current situationndash Imagine a new future
Leaders Alignndash Set prioritiesndash Define intermediate goals
Leaders Empowerndash Empowering yourself amp others
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Taking the Initiative Taking the Initiative
A Lean Enterprise canrsquot afford to have people waiting to be told what to do and how to do it Setting goals Developing plans to achieve goals Measuring progress against the plan Maximizing personal productivity Managing time and being organized
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
InnovatingInnovating
A Lean Enterprise will rely on the creativity of its people as never before
Analyzing problems Applying critical thinking processes Developing creative responses to new
demands
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
CollaborativeCollaborative
Collaborative Groups know their processes and how they relate to the overall operation
Inter-company teamsCustomers Suppliers Competitors
Project TeamsAddress a specific issue
Self Directed Work TeamsManage the day to day operations
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
How To Create Lean PeopleHow To Create Lean People The Lean Enterprise must assure its
people possess knowledge experience skill
Experience is something that happens over time but must be supported
Knowledge and skills come from education and training
Management must put a plan in placendash Starts with identifying the needs continues
with education and follows up with training
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Lean Leadership Lean Leadership The Toyota WayThe Toyota Way
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
The 4 Ps of The 4 Ps of lsquoThe Toyota WayrsquolsquoThe Toyota Wayrsquo
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
The leaderrsquos job at ToyotahellipThe leaderrsquos job at Toyotahellip
First get each person to take initiative to solve problems and improve his or her job
Second ensure that each personrsquos job is aligned to provide value for the customer and prosperity for the company
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Just-In-TimeldquoRight part right amount right timerdquo
Jidoka(In-station quality)ldquoMake Problems Visiblerdquo
Leveled Production (Heijunka)
Stable and Standardized Processes
bull Takt time planningbull Continuous flowbull Pull systembull Quick changeoverbull Integrated logistics
bull Automatic stopsbull Andonbull Person-machine
separationbull Error proofingbull In-station quality
control bull Solve root cause of
problems (5 Why)
Waste Reductionbull Gemba Kaizenbull 5 Whyrsquos
bull Eyes for Wastebull Problem Solving
People amp Teamworkbull Selectionbull Common Goals
bull Rigid decision makingbull Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
Toyota Production System Toyota Production System
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
The leaderrsquos job is to develop The leaderrsquos job is to develop his or her peoplehis or her people
SPIRIT of Lean MentorshipldquoIf the learner hasnrsquot learned the teacher hasnrsquot taughtrdquo
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Leadership Three ModelsLeadership Three Models
Old ldquoDictatorrdquo Style ldquoDo it my wayhelliprdquo
1980s ldquoEmpowermentrdquo Style ldquoDo it your way rdquo
Lean Style ldquoFollow mehellipand letrsquos figure this out together rdquo
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
A Toyota Leaderrsquos View of the A Toyota Leaderrsquos View of the Toyota Production System Toyota Production System Toyota Production System=Operations Management System to achieve
goals of highest quality lowest cost shortest lead time via engaging people toward goals
Technicalbull Stabilitybull JITbull Jidokabull Kaizenbull Heijunka
PEOPLE
Long-term assetrarrLearned SkillsMachinery depreciatesrarrLoses ValuePeople appreciate rarrContinue to grow
TECHNICAL
MANAGEM
ENT
PHILOSOPHICAL
ManagementbullTrue Northbull Tools to focusmanagement attentionbull Go amp Seebull Problem-solvingbull Presentation skillsbull Project managementbull Supportive culture PhilosophyBasic Thinking
bull Customer First bull People are most important assetbull Kaizen bull Go amp See Focus on FloorbullGive feedback to team members and earn respect bull Effciency Thinkingbull True (vs apparent) condition bull Total (vs individual) team involvement
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Leadership at Toyota-Leadership at Toyota-From managing numbers to managing From managing numbers to managing the processthe process Leaders at Toyota like leaders anywhere
want to see measurable results But they know that the financial result is a
result of a process They also realize that the financial results
reflect the past performance of that process
Far better is to create a process that can be managed right NOW
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Leadership at Toyota-Leadership at Toyota-From the Five Whorsquos to the Five WhysFrom the Five Whorsquos to the Five Whys
Good Toyota leaders donrsquot jump to conclusions or solutions ndash they try to first size up the situation and then ask ldquoWhyrdquo
This focuses on the work and problem at hand avoiding finger-pointing seeking of where to place the blame
It also keeps responsibility with the person who is doing the work
This is what truly engages and empowers the workforce
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Leadership at ToyotaLeadership at ToyotaFrom Problem-hiding to Problem-From Problem-hiding to Problem-solvingsolving All actions at Toyota revolve around planning
and problem-solving It is assumed that there will be problems that
everything will not go according to plan ldquoNo problem is problemrdquo For the system to work problems must be
exposed and dealt with forthrightly Hiding problems will undermine the system
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Leadership at ToyotaLeadership at ToyotaControl with FlexibilityControl with Flexibility Toyotarsquos way provides extraordinary
focus direction ldquocontrolrdquo While at the same time providing
maximum flexibility I believe this solves the age-old dilemma ndash
control vs flexibility ndash that encumbers all large organizations
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
P-D-C-A helping leadership at P-D-C-A helping leadership at ToyotaToyota
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
grasp the situation
Grasp the
situation
ADJUST
REFLECT
HYPOTHESIS
TRY
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Problem and PDCA tools at Problem and PDCA tools at different levelsdifferent levels
Must provide vision and incentive
Must lead the actual operational change
Must ldquodordquo
Likes the result
Left with changed uncertain roles
Likes the involvement
ROLE IMPACT
----------------------------------------------------------------------------------------------------------------
A Difficult Struggle at the Mid-management and First Line Supervisory Level
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Chairman Cho of ToyotaChairman Cho of ToyotaThree Keys to Lean LeadershipThree Keys to Lean Leadership
Go See
bull ldquoSr Mgmt must spend time on the plant floorrdquo
Ask Why
bull ldquoUse the ldquoWhyrdquo technique dailyrdquo
Show Respect
bull ldquoRespect your peoplerdquo
Thank You
Thank You
