259000828 toyota-kata-presentation-from-keith-deibert
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Transcript of 259000828 toyota-kata-presentation-from-keith-deibert
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Toyota Kata:
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Keith Deibert
Manufacturing & Technology Solutions
Business Advisor
2329 N Career Ave Ste 117 Sioux Falls, SD 57107 605-202-0641 (cell) www.usd.edu/mts
Introduction & Bio
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Toyota Kata: Managing People for Improvement
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Lean Implementation
Lean Toyota Way
= ?
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Toyota Way =
Toyota Production System
+ Toyota Kata
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Kata: Improvement Kata Coaching Kata
True North
Lean: Toyota Production System
Catalyst to Effectiveness
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Toyota Kata Mike Rother
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Toyota Way Results
US companies start to implement Lean to close the gap
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Lean Implementation • Lean Companies
– Use Lean Tools
• Toyota Production System
– Create a Value Stream Map (VSM)
• Current State VSM
• Future State VSM
• Project Plan – What
– When
– Who
• Metrics
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Value Stream Improvement & Process Improvement
Stamping Welding Assembly
Process Process Process Customer
Raw Material
Finished Product
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process
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process
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Go See Scheduling
18,400/20=920
p. 32-33
Learning To See
Current State VSM
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Go See Scheduling
18,400/20=920
p. 32-33
Learning To See
Buy Loop Plan Loop
Fab Loop Assembly Loop is
Pacemaker
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Per shift
p. 78-79
Learning To See
Future State VSM
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Project Plan
Project: ACME Stamping Champion: Joe Team Leader: Matt Ray
Team Members: Bill, Bob, Jill , Christi, Rickie, Robin , Mike
Item # Problem To Be Resolved Possible Solutions Responsible
Party
Date to be
completed
Progress Results (Please Quantify) 1 2 3 4
1 1 S Plan, including Red Tag Matt/Christi Completed 1 2 3 4
1a 3 S Implemented Matt/Christi 31-May 1 2 3 4
2 Trim Table Reliability Robin 1-Jun 1 2 3 4
3 Oven capacity - not enough Rick 1-Jun 1 2 3 4
4 Paint capacity Dean 8-Jun 1 2 3 4
4a Paint Change Over Dean/Matt need date 1 2 3 4
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Lean Implementation • Project Results
– Great enthusiasm out of the gate
– Great initial progress
– Partial implementation of project plan
– Less improvement than predicted
– Reverts back over time to old ways
– Impact on culture not adequate
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Lean Implementation • Toyota Way
– Create a Value Stream Map (VSM)
• Set Target Condition
• Improvement Kata
• Coaching Kata
• Rapid PDCA cycles
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Kata • Kata (noun); The word stems from basic
forms of movement in martial arts, which are handed down from master to student over generations.
– A way of doing something; a method/routine
– A pattern
– A standard form of movement
– A predefined, or choreographed, sequence of movements
A way of keeping two things in alignment or synchronization with one another.
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Where is the focus?
Nature of people’s
actions at the process
Process outcomes Consequences
Means Results
A lot of Toyota’s management focus is here
A lot of our management focus is here.
Production quantity Quality Cost Productivity Etc.
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True North
Current Condition
Vision
• 0 Defects • 100% Value Added • 1 X 1 Flow, in sequence, on demand • Security for people
Toyota’s Long Term Goals
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Philosophy and Direction
Current Condition
Vision
(Vague)
Target
Condition
Where do we want to be next? Detailed and specific
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Moving Toward the Target Condition
Current Condition
Target Condition
It is easier to set a target condition…..
…than to roll up our sleeves and do the hard work required to achieve it.
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Once Under Way….More details come clear
Current Condition
Vision Unclear Territory
? ? ? ?
When you get here you will know more.
Number One: Assume the Path is Unclear
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Outcomes
Only checking the outcomes produces little learning!
Go and See
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Every Step a PDCA
No problem to small to solve – dozens of PDCA steps.
Many rapid cycles of PDCA with quick understanding of effectiveness: PDCheckA.
Go and See
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The Improvement Kata
Improvement Kata
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Improvement Kata is a mental model
Current Condition
Target Condition
Problems & Obstacles
? ? ? ?
Next Step
Must be understood and measurable
Must be clear
Must be descriptive, clear, measurable and fixed in timing and content.
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Toyota’s Mentor/Mentee Approach
Coaching Kata
Mentee uses Improvement Kata under guidance of the Mentor
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The Improvement Kata and Coaching Kata
Mentor/mentee dialogue (the coaching kata) to teach the improvement kata.
PDCA PDCA PDCA PDCA PDCA PDCA PDCA
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The Improvement Kata and Coaching Kata
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Steps of Toyota’s Practical Problem Solving
1. Pick Up the Problem: Problem Consciousness
– Identify the problem that is the priority.
2. Grasp the Situation (Go and See)
– Clarify the problem.
• What should be happening?
• What is actually happening?
• Break the problem into individual problems if necessary.
– If necessary use temporary measures to contain the abnormal occurrence until the root cause can be addressed.
– Locate the point of cause of the problem. Do not go into cause investigation until you find the point of cause.
– Grasp the tendency of the abnormal occurrence at the point of cause.
3. Investigate Causes
– Identify and confirm the direct cause of the abnormal occurrence.
– Conduct a 5-Why investigation to build a chain of cause/effect relationships to root cause.
– Stop at the cause that must be addressed to prevent recurrence.
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4. Develop and Test Countermeasures
– Take one specific action to address the root cause.
– Try to change only one factor at a time, so you can see correlation.
5. Follow Up
– Monitor and confirm results.
– Standardize successful countermeasures.
– Reflect. What did we learn during this problem-solving process?
Steps of Toyota’s Practical Problem Solving
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The Leadership Difference
Coaching Kata
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The Improvement Kata at all levels
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The Coaching Kata at all levels
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The Five Questions of a Coaching Cycle
1. What is the target condition? (The Challenge)
– What do we expect to be happening?
2. What is the actual condition now?
– Is the description of the current condition measurable?
– What did we learn from the last step?
– Go and see for yourself. Do not rely on reports.
3. What problems or obstacles are now preventing
you from reaching the target condition? Which
one are you addressing now?
– Observe the process or situation carefully.
– Focus on one problem or obstacle at a time.
– Avoid Pareto paralysis. Do not worry too much about
finding the biggest problem right away. If you are
moving ahead in fast cycles, you will find it soon.
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4. What is your next step? (Start of next PDCA cycle)
– Take only one step at a time, but do so in rapid cycles.
– The next step does not have to be the most beneficial, biggest, or most important. Most important is that you take a step.
– Many next steps are further analysis, not countermeasures.
– If next step is more analysis, what do we expect to learn?
– If next step is a countermeasure, what do we expect to happen?
5. When can we go and see what we have learned from taking
that step?
– As soon as possible. Today is not too soon.
How about we go and take that step now?
(Strive for rapid cycles!)
The Five Questions of a Coaching Cycle
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Training Levels
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Beyond What We Can See
Current Condition
Target Condition
Unclear Territory Next Step
Improvement Kata + Coaching Kata = Toyota Way
Current Condition
Vision • 0 Defects • 100% Value Added • 1 X 1 Flow, in sequence, • on demand • Security for people
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• Lean Training
• Do a VSM Door to Door – Follow up with additional VSM/Kaizen projects
• Get Plan and Buy Loops in control – Make sure they are effective
• Get Make Loop(s) in control
– Implement Prerequisites: 5S, Standard Work, Quick Change Over, Stabilize processes
– Follow up with additional VSM/Kaizen projects
• Start the Lean Journey
• Toyota Way
What Do YOU Need to Do?
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Keith Deibert
SD Manufacturing & Technology Solutions
605-202-0641
www.usd.edu/mts
Contact Information