the toyota way and toyota kata -...
TRANSCRIPT
2/14/19
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The Toyota Way and Toyota Kata Learning over 48 Years
Jeffrey K. LikerProfessor Emeritus, Industrial and Operations EngineeringThe University of Michigan
My Background’71 – 76: BSIE, COOP at General Foods
Sociotechnical Systems Theory
’76 – 80: Ph.D., Sociology- Statistical Analysis of Large Data Sets
‘80 – 82: Post-Doc, Children of the Great Depression
‘82 – 2017: Professor, Organization Development, STS, US-Japan Auto Study
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Philosophy(Long-Term Systems Thinking)
People (Challenge, Engage, Grow)
Process(Flow Value to Each Customer)
ProblemSolving
(Continuous Organizational Learning)
ChallengeWorkplaceLearning
Respect & Develop People
ContinuousImprovement
Teamwork + Accountability
Toyota Way 4P Systems Model
Toyota Way 2001Foundation
Why we exist
How we deliver value
How people are developed and organized
How we learn and improve
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A Defining Moment
The MODEL LINE
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Challenge VisionNextTarget
ConditionCurrentCondition Obstacles
Herman Miller File Cabinet Plant (Hajime Ohba Developing Lean Leaders)
ContinuousValue to
Customer
1 assemblyLine, 2 shifts,
16 people
2 assemblyLines, 3 shifts,
126 people
Same volume,Minimal investment
• 6,000/wk
• 2 lines + 4 cells
• 3 shifts
• 126 people
• 20 min changeover
• 62 hours lead time
• 6,810/wk
• 1 line
• 2 shifts
• 30 people
• Instant changeover
• 4 hrs Lead time
Herman Miller File Cabinet Plant Results
1996 (Tu Only) 2014 (Combined)
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Challenge VisionNextTarget
ConditionCurrentCondition Obstacles
What is the Meta-Skill Mr. Ohba is trying to develop?
1. Start with aCustomer-Focused
Direction
2. Motivate with an aspirational challenge
3. Understand your current
condition
4. Learn through experimentation
with a coach
The coach is developing people by challenging and questioning, not telling!
“Willing to start small, learn through trial and error”
TSSC
“TPS is built on the scientific way of thinking”
Develop a wayof thinking: Howdo I respond to this problem?Not a tool box
Source: Hajime Ohba, Founder of Toyota Production System Support Center USA
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Philosophy(Long-Term Systems Thinking)
People (Challenge, Engage, Grow)
Process(Flow Value to Each Customer)
ProblemSolving
(Continuous Organizational Learning)
ChallengeWorkplaceLearning
Respect & Develop People
ContinuousImprovement
Teamwork + Accountability
Toyota Way 4P Model & TK
Methodology for turning the
principles into action
PRACTICEGUIDE
THE TOYOTA KATA
AUTHOR OF THE BESTSELLING TOYOTA KATA AND TOYOTA KATA CULTURE
PRACTICING SCIENTIFICTHINKING SKILLS FOR SUPERIOR RESULTS IN20 MINUTES A DAY
MIKE ROTHER
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UM IOE 591:‘Lean Thinking in Manufacturing and Services’
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The Lean body of knowledge helps us developa future-state vision and target conditions
Setting direction with VSM isthe responsibility of a few people
Practicing the Improvement Kata and Coaching Kata involves everyone
PRACTICEGUIDE
THE
TOYOTA KATA
AUTHOR OF THE BESTSELLING TOYOTA KATA AND TOYOTA KATA CULTURE
PRACTICING SCIENTIFICTHINKING SKILLS FOR SUPERIOR RESULTS IN20 MINUTES A DAY
MIKE ROTHER
PRACTICEGUIDE
THE
TOYOTA KATA
AUTHOR OF THE BESTSELLING TOYOTA KATA AND TOYOTA KATA CULTURE
PRACTICING SCIENTIFICTHINKING SKILLS FOR SUPERIOR RESULTS IN20 MINUTES A DAY
MIKE ROTHER
PRACTICEGUIDE
THE
TOYOTA KATA
AUTHOR OF THE BESTSELLING TOYOTA KATA AND TOYOTA KATA CULTURE
PRACTICING SCIENTIFICTHINKING SKILLS FOR SUPERIOR RESULTS IN20 MINUTES A DAY
MIKE ROTHER
Challenge
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The Toyota Production System is a System, Methodology, Way of Thinking, and Belief System
Kaizen
Employees Own their Workplace and need
to be developed
QualityBuilt IntoProcess
-ProblemsAre
Visible
-Short Lead
Times
Principles
Foundation
JIT
JIDOKA
Standardization and Stability
Customer First• Highest Quality
• On Time
• Best Value
For Team Members
• Job Satisfaction
• Personal Growth
• Consistent Income
For the Company
• Profit
• Cost Reduction
• Industry Leader
Source: Glenn Uminger, former Toyota executive
Lean Thinking has the same neuroscience challenges and needs kata just as the IK and CK
Challenge
Spread Lean Across the Organization (Tools Approach)
Develop Depth of Capability Within the Organization(Developing Leaders & Culture)
1” Deep, Mile Wide
1” Wide, Mile Deep
Balance Deep Focus of Model Line & Toyota Katawith Company Desire to Go Fast and Wide
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• Scientific thinking skills (e.g., developed beginning with Starter Kata) are fundamental to Lean systems
• Lean content is needed to develop other fundamental competencies
(A)Body of Knowledge and
Competency in Lean System Development
(B)Developing Scientific Behavior and Mindset
PRACTICEGUIDE
THE TOYOTA KATA
AUTHOR OF THE BESTSELLING TOYOTA KATA AND TOYOTA KATA CULTURE
PRACTICING SCIENTIFICTHINKING SKILLS FOR SUPERIOR RESULTS IN20 MINUTES A DAY
MIKE ROTHER
For Those Interested in Lean Transformation
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