Marek Piatkowski - My Journey and Passion for Lean
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Transcript of Marek Piatkowski - My Journey and Passion for Lean
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
My Journey and Passion for LeanMarek Piatkowski – February 2017
Thinking win, Win, WIN
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Introduction - Marek Piatkowski Professional Background
Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994
TPS/Lean Transformation Consulting - since 1994 Professional Affiliations
TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME
Lean Manufacturing Solutions - Toronto, Canada
http://twi-network.com
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Marek Piątkowski
Why is a guy with a Polish name from Toronto, Canada
talking about Lean Transformation?
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1987
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
1988
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Training and Education Manager - 1987
I was a # 7 Canadian employee hired by Toyota Canada: I need to learn how Toyota manufacturers cars – so I can teach
Canadian employees how to assemble cars in Canada By the end of 1989 we were going to have 1050 employees I need to learn how Toyota operates I need to develop training programs and courses I need to hire Trainers and Instructors We need to develop training manuals and standards We need to have a Training Program
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Training and
Education X X X
X X
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
12
Production should take place with a little inventory as possible,preferably only the one component that is to be processed or assembled next.
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Stability
GOAL: Highest Quality, Lowest Cost, Shortest Lead Time
1. Stable Manufacturing Processes2. 100% Quality Parts
Heijunka Standardized Work Kaizen
Just-in-Time Jidoka
Stop the lineand fix
the Problem
Separate man’s work from
machine’s work
ContinuousFlow
Takt Time
Pull System
The Toyota House
Toyota Product
ion System(TPS)
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Toyota Product
ion System(TPS) X
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Toyota’s Philosophy - People The Toyota Production System (TPS) itself is based on the belief
that the company that ignores human respect will not endure People – a company’s greatest asset is its people. Toyota does
as much as possible to take care of the employees, recognizing first and foremost the importance of job security
People enjoy their work when it involves trying out their own ideas, mastering new skills and making visible contributions
Teamwork is a foundation of TPS – all employees are required to participate and to follow rules and principles of TPS
Operators who are the most knowledgeable of any manufacturing operation are people who perform that job daily – their involvement is critical to the success of implementation of TPS
“Good Thinking, Good Product” – employees are expected to contribute to the improvement of their own work.
Sakichi ToyodaFounder of Toyota
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
1st Visit6
Weeks !!!
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Back to CanadaWhat do I do now?
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Toyota Sensei
Sensei ( 先生 ) is a Japanese title used to refer to or address teachers, professors, masters, coaches, professionals such as lawyers, doctors, politicians, clergyman and other figures of authority.
The word Sensei is also used to show respect to someone who has achieved a certain level of mastery in an art form or science or some other skill: accomplished novelists, musicians, and artists for example are addressed in this way.
The Japanese Sensei is a courtesy title for a man of respected stature.
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
On-the-Job Training (OJT)
Learning by Doing
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
On-the-Job Training (OJT)
Learning by Doing
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John Shook
19971994
Jeff Liker Mike Rother Jim
WomackDan Jones
Educators
Practitioners
Art Smalley
Jeff Smith David Verble
Chuck Ward
Rick Harris
Marek Piatkowski
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
The Most Studied Company in the World
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
The Golden Triangle of Improvement Process
KaizenActivities
SuggestionProgram
QualityCircles
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Go ahead and experiment – failure is just a part of a process
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Life in Manufacturing consists of ongoing Problem Solving
activities - learn to like it.
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
In a true TPS environment decision making process should be made at the lowest possible level of the organization.
Simple, effective solutions are the most effective A manager’s or supervisor’s role consists of
leading problem solving activities in a multi-skilled, cross-functional team environment
Managers role is to make sure that for everything that we do there is a well defined standard process
Continuous Improvement (Kaizen) activities are management responsibilities.
Toyota’s Philosophy – Manager’s Role
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Exposing the Problem - Ownership
A rea o fp roblem so lv ing Full acceptance of responsibility .
P artial acceptance of responsibil ity.
Someone else is responsible to fix it.
W e have no time or money to solve it.
N o solution. W e have alw ays done it this w ay.
B lame others for it.
D eny that problems exist.
I gnore the problems.
A rea o f nop roblem so lv ing
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Two Types of Problems
A3 Problem Solving Process44
CausedGAP
CreatedGAP
Sub-standard performance, abnormal situation
New StandardNew Challenge
1. Daily problems:deviation from normalitybreakdownquick fixes
2. Long term improvements:new company objectivesnew expectationslooking for a better long term solution
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
TPS System Rules
Rule 2:Every customer-supplier connection must be direct, and there must be a unmistakable yes-or-no way to send requests and receive responses
Rule 1:All work shall be highly specified (standardized) as to content, sequence, timing and outcome
Rule 3:The pathway for every product and service must be simple and direct – flow
Rule 4:Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Data Collection Process The foundation to continuous improvement Resources for collecting, analyzing and displaying data Powerful visual displays of data about processes, quality of
products and services, problems and opportunities The tools which support problem-solving and continuous
improvement. The major force in helping us achieve continuous improvement.
In God we Trust – Everybody else bring data
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Problem Solving process TPS creates a community of scientists and analysts Toyota uses rigorous problem solving process that requires a
detailed assessment of the current state and a plan for improvement
With anything less than such a scientific rigor, change would amount to little more than random trial and error – a blindfolded walk through life
This process actually stimulates operators and managers to engage in the kind experimentation that is widely recognized as a starting point of Continuous ImprovementC lari fy the P roblem
I n itial Prob lem Percep tion(L ar g e, v ag u e, com p l i cated p r o b lem )
T h e "R eal " P robl em
L ocate A rea /P o in t o f C au se
PoC
D irect C au seW hy ?
C au se
C au se
C au se
C au se
C ou nterm easu re
R oot C au se
W h y ?
W h y ?
W h y ?
W hy ?
C auseI nvestigation
G r asp theS ituation
5 W hy ?I nv estigatio n o f
R oot C au se
B asic C ause & E ff ectI nv estigatio n
5 Why5 Who
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
The Pattern of Improvement puts you on a Problem Solving Journey
Understand your Current Condition
Understand where you need to go
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Known Territory
Target Condition
Existing Know-How
PLAN
• Solution Oriented• Avoid Obstacles• Quick Countermeasures• We KNOW what needs to be DONE
We are trained to extrapolate from our experience and jump into solutions
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Known Territory
Unknown Territory
Target Condition
Existing Know-How
?PLAN
• Solution Oriented• Avoid Obstacles• Quick Countermeasures• We KNOW what needs to be DONE
We are trained to extrapolate from our experience and jump into solutions
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Known Territory
Unknown Territory
Target Condition
Existing Know-How
?PLAN
• Solution Oriented• Avoid Obstacles• Quick Countermeasures• We KNOW what needs to be DONE
A detailed Plan is not possible in the Unknown Territory
PLAN
We are trained to extrapolate from our experience and jump into solutions
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Known Territory
Unknown Territory
Target Condition
Existing Know-How
?PLAN
• Solution Oriented• Avoid Obstacles• Quick Countermeasures• We KNOW what needs to be DONE
A detailed Plan is not possible in the Unknown Territory
PLAN
We are trained to extrapolate from our experience and jump into solutions
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Insanity: doing the same thing over and over again and expecting different results.
Are you ready to start doing things differently?
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Space Exploration Technologies Corporation (SpaceX) is an American aerospace manufacturer and space transport services company with its headquarters
in Hawthorne, California, USA. It was founded in 2002 by former PayPal entrepreneur and Tesla Motors CEO Elon Musk with the goal of creating the technologies to reduce space
transportation costs and enable the colonization of Mars.
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Known Territory
Unknown Territory
Target Condition
Existing Know-How
?PLAN
• Solution Oriented• Avoid Obstacles• Quick Countermeasures• We KNOW what needs to be DONE
• Root Cause Analysis• Understand Obstacles• Deeper Analysis• Journey of Experiments and Discoveries - PDCA
A detailed Plan is not possible in the Unknown
PLAN
We are trained to extrapolate from our experience and jump into solutions
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
What is Plan-Do-Check-Act (PDCA) PDCA is a systematic four-step management method used in
business for the control and continuous improvement of processes and products.
It is also known as a Deming Circle or as a Deming Wheel after its proponent, W Edwards Deming.
PDCA provides a systematic approach to achieving continuous improvement.
The objective is to continually progress through each stage while aiming to achieve a better quality output of products or services or information as defined by our customers.
It is a great management and communication tool
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Mary, Quality Inspector
Coach, Isao
Chip Process
Mount & Crimp InspectionIPunch Press
Isao
Device-K Assembly Shop
I
I#1#2#3
2 Shift 1 Shift
Reducing DefectsIn Assembly
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Title: Reduce Scratches in Assembly ( Leader: Mary )1. Background
3. Target
4. Analysis
Shop: Device-K Assembly
Update: Dec. 15, 2010
Coach
AndyDec. 15, 10
Manager
5. Countermeasures and plan
6. Result & next challenge
- Device-K is our next main product!- Increase in variety of mounting/casing types
- Quality is a key success factor in assembly as well as in the chip process
Device-K Sales Plan by Product TypeSales 380% # of Major
Types 3 10
Device-K Sales Plan by Product TypeDevice-K Sales Plan by Product TypeSales 380%Sales 380% # of Major
Types 3 10
# of Major Types
3 10
# of Major Types
3 10
2. Current state (Based on November data)
Actual output
First Pass Rate (FPR) target
Mp
Demand
Yield Rate targetYield Rate actual FPR actual
Actual output
First Pass Rate (FPR) target
Mp
Demand
Yield Rate targetYield Rate actual FPR actual
First Pass Rate (FPR) target
Mp
Demand
Yield Rate targetYield Rate actual FPR actual
Mp
Demand
Yield Rate targetYield Rate actual FPR actual
Scratches are most often identified at inspection: 48%of assembly defects
End of November, 2008Metrics Target ActualOutput /Demand 100% 99.2%Yield Rate 97% 85.2%First Pass Rate (FPR) 90% 65.1%
End of November, 2008Metrics Target ActualOutput /Demand 100% 99.2%Yield Rate 97% 85.2%First Pass Rate (FPR) 90% 65.1%
Not improved in these three months!
92% of defects were caused by Assembly!
Bad chip
Assembly defects
Bad Chip vs. Assembly Defects
Bad chip
Assembly defects
Bad chip
Assembly defects
Assembly defects
Bad Chip vs. Assembly DefectsMost scratches are repaired by re-polishing = Waste!
re-polishing
NG:Scratches
Inspection
About 20 sec. /p
(1) Z eroscratches!(2) Reduce missed crimps of 12% FPR = 90%
* Based on November data
4-2. Trial-1: On-line inspection just after line #1 crimper
Exit of crimper On-line inspection!
4-3. Second observation: types of scratches
Straight28%
Rounded70%
Others2%
Fixing crimper head 4 also reduced missed crimp defects. Observed only in line #2 Next go see-2
Observed in all lines Punch press?
4-4. Hypothesis & go see-2: First step of assembly line #2?
From punch press Straight scratches are observed here!
Entrance of line #2
Blade spring
Small pimple!
#123
4
Action itemFix crimper head
Dec. 5th 12th 19th 26th Jan.
Fix blade springOn-line inspection Trial Prep. 2-shift inspection
Responsibility StatusDoneDoneOn track
Mary & Jack with Facility Team
JimmyMgr. Assembly
Reduce inventories between processes
Stop machines alternativelyMaintainImplement VM Team On
track
2nd week of Dec, 2008Metrics Target Actual
Yield Rate 97% 95.0%FPR 90% 90.2%
2nd week of Dec, 2008Metrics Target Actual
Yield Rate 97% 95.0%FPR 90% 90.2%
(1) Remaining Defects1) Scratches (2%)2) Missed crimp (1%) 3) Others
(2) “Why”after current countermeasures1) Broken head – why?2) Pimple – why?
#2#3
#1
#2#3
#1
#2#3
#1
4-1. Hypothesis & go see -1: Assembly line #2?
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Elements of the A3 Process
The A3 Report Itself The A3 Review Process
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Before After
Desperdicio Contramedida Beneficio
Se tenia un sistema de producción enbatch con un WIP de 300 pzas. Se eliminó una mesa de atados Se eliminó el WIP y se redujo la línea de
ensamble 4 mts2.Se redujo 98.6% el WIP y se redujo 4mts2 la línea de ensamble
EJEMPLO DE KAIZEN
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
3. Presentación de partes y Supermercados: Shox
Cambio de empaque con proveedor (DIMO):
29/04/2015 Innovación, Mejora Continua y Calidad 12
2.- Cantidad proveedor = Cantidad Necesaria en Línea
ANTES ACTUAL
Tiempo de Re-Empaque: 1 Min
1.- Presentación anterior del proveedor.
Presentación Línea
Tiempo de Re-Empaque: 8 Min Mejora: 88 %
3.- Con esto concluimos el ciclo de Shox; dejando el ciclo de cajas
interno
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Knowledge and Skills
To know, to understand the meaning correctly and to be able to teach
Lean Knowledge
Kanban, Pull system, Jidoka, Supermarket, TPM, SMED, JIT, Kaizen, STW, 5S, WCT, VSM, Gemba, Takt Time, etc …
I know this!
Lean SkillsBe able to solve problems and advance the organization by using proper Lean Knowledge
Use Lean Knowledge to motivate people, achieve results, reduce costs, improve the operation and address business needs
Can you Play a Violin?
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Two Methods of Teaching (Learning)
Theoretical – Western Style
Listening to a lectures Studying books Doing homework Writing exams
Practical - Oriental Style Learning by doing Learn one step, than I will
show you the next one Wax on, wax off …
Training Discovery
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Where does the Journey start?
The man who moves a mountain begins by carrying away small stones
Ask yourself constantly “What is the right thing to do?“ "It does not matter how slowly you go, as long as you do not
stop.“ Choose a job you love, and you will never have to work a day
in your life. Our greatest glory is not in never falling, but in rising every
time we fall.
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
Changing the World. One Transformation at a timeThis presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproducedwithout written permission from:
Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631
Cell: 248-207-0416
[email protected]://twi-network.com
Thinking win, Win, WIN
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My Journey and Passion for Lean Marek Piatkowski
Thinking win, Win, WIN
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