Toyota’s Management System Tools and Behaviours

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By Takashi Tanaka & Sharon Tanner, QV System shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011

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Toyota’s Management System Tools and Behaviours

  1. 1. Basic Title © 2011 QV System, Inc. All rights reserved 1 TDS Toyota Development System Sharon Tanner Craig Flynn LEA Summit, 2011
  2. 2. Basic Title © 2011 QV System, Inc. All rights reserved 2 Overcoming Culture Barriers 4 4 4 Self Sustaining New Working Culture Higher Perspective Visualization 18-months Tools Management Kick -off Kaizen Studio 6 Tools •TMS • TDS • Total TPS • TMSS • New role • Accountablity • Working habit • Oobeya • Visual board Using both Tools (Method-side) and Management (Human-side), we can create sustained improvement. It’s all about changing BEHAVIORS
  3. 3. Basic Title © 2011 QV System, Inc. All rights reserved 3 Mission: (Date) # of staff Lastyear This year Budget Lastyear This year Signature VP Manager Theme Objective Target Section/ Name Budget Result Issue Next step Assess (Org. Name), Reflection for (year) Mission: (Date) # of staff Lastyear This year Budget Lastyear This year Signature VP Manager Theme Objective Target Section/ Name Budget Result Issue Next step Assess (Org. Name), Reflection for (year) Targets Drive Activity Behavior: Maintain target focus. Clear, measurable targets Aligned to organization’s strategy and long-term objectives Ideally, 3 target (5, maximum) Targets and reflections validated through catch-ball a activity and cascaded through the organization. Issue Board: Panel •ProjectBackground •ProjectObjective •Technical Spec •ProjectOrganization Potential Real Finish Record Design Engineering Production Marketing Objective Metrics Weight Cost Capital Targ et 1 2 3 - 12 Targ et 1 2 3 - 12 Decomposition Area Issue Board GoodGood Expected Output Action Board Projector for Virtual Design Review or meeting ExpectedOutput Prototype VP Engineering Oobeya 2-issues per week • Progress check, only Green & Red •All related members, Planning, Design, Production and Sales & Marketing • Identify issues for management decisions Today New concept Drawing delay Line A Improve Supplier select Supplier select Supplier select Mission: (Date) # of staff Lastyear This year Budget Lastyear This year Signature VP Manager Theme Objective Target Section/ Name Budget Result Issue Next step Assess (Org. Name), Reflection for (year) Executive creates, “solo” Project Teams Leadership Team
  4. 4. Basic Title © 2011 QV System, Inc. All rights reserved 4 Break down of organizational “silos” by visualization of the whole Rapid problem solving across the organization by decomposition and use of issue board Share early, often, and informally (beginning at the 60% confidence level) to enhance collaboration and to continuously improve Cross-Functional Collaboration Behavior: Include/collaborate with all affectede Issue Board: Panel •ProjectBackground •ProjectObjective •Technical Spec •ProjectOrganization Potential Real Finish Record Design Engineering Production Marketing Objective Metrics Weight Cost Capital Targ et 1 2 3 - 12 Targ et 1 2 3 - 12 Decomposition Area Issue Board GoodGood Expected Output Action Board Projector for Virtual Design Review or meeting ExpectedOutput Prototype VP Engineering Oobeya 2-issues per week • Progress check, only Green & Red •All related members, Planning, Design, Production and Sales & Marketing • Identify issues for management decisions Today New concept Drawing delay Line A Improve Supplier select Supplier select Supplier select
  5. 5. Basic Title © 2011 QV System, Inc. All rights reserved 5 Drawing with Issue Post-it DRBFM Format DRBFM: Design Review based on FMEA Data-based Decisions Behavior: Use data as the basis for decisions A kind issue is clear, concise, and constructive. It states an issue and provides analysis or a recommendation Who will do What by When Kind Issues are “decision ready,” and include background, analysis, and a recommended solution Process & Process starts by visualizing the whole – to arrive at the RIGHT solution: • All potential alternatives • The decisions required • The data needed to make those decisions Prototypes are used abundantly, through Design Reviews, capturing product improvements and visualizing plans in the oobeya
  6. 6. Basic Title © 2011 QV System, Inc. All rights reserved 6 Process Flow Accountability Map DE DM M S M S M S M S M S Standard Time Mission: (Date) # of staff Lastyear This year Budget Lastyear This year Signature VP Manager Theme Objective Target Section/ Name Budget Result Issue Next step Assess (Org. Name), Reflection for (year) Disciplined, Structured Approach Behavior: Exercise discipline in all activities. Issue Board: Panel •ProjectBackground •ProjectObjective •Technical Spec •ProjectOrganization Potential Real Finish Record Design Engineering Production Marketing Objective Metrics Weight Cost Capital Targ et 1 2 3 - 12 Targ et 1 2 3 - 12 Decomposition Area Issue Board GoodGood Expected Output Action Board Projector for Virtual Design Review or meeting ExpectedOutput Prototype VP Engineering Oobeya 2-issues per week • Progress check, only Green & Red •All related members, Planning, Design, Production and Sales & Marketing • Identify issues for management decisions Today New concept Drawing delay Line A Improve Supplier select Supplier select Supplier select The PDCA of Oobeya (CAP-Do) My target is _________ & I am (On / Off) plan If “off plan” My issues are _________ My countermeasures are _________ My key accomplishments (that you need to know) are _________ My “Aha! Moment” was _________, and because of that, I now plan to _________ My near-term actions I are ___ (This Week / Next Week) CHECK ACT PLAN DO Disciplined status Evaluation (no yellow) Structured report-out in CAP-Do format, within the oobeya Model: Contents: Assembly of slide pin for caliper CE Manager Leader Content STD Doc. Check Item Check Yes/No Report 3 15 During assembly, the pin plug for the slide pin pumps out. Pin pushes in with guide during mounting, compressing air, which causes the plug to work back out. The caliper must slide between pin and guide (a non-interference fit) Cause: Pumping. 1. Is there a slit on top of the plug for air relief? 3. Does plug maintain watertight seal during durability and washing test? ( see highlight in picture) Countermeasure: Slit at top of plug 2. Use grease test to ensure plug maintains correct position (fill cylinder with grease). 4. Does plug structure allow free movement throughout brake cycle? FBS Result No. Solution Slide pin MountingCylinder Slit length: 0.4 - 0.9 At top of plug, slit Standard Documentation Structured templates, used consistently, in a disciplined mannerFeedback Sheet Target Reflection Skill Map Progress Check Sheet: Oobeya/ Project room Section: Date: 1 2 3 4 5 Total Summary by Project Leader Progress chart Measurement metrics Indication of priority with green & red mark Connection with Total R&D Member's consistent check Objective, Target Attached suitable contents Shared with all members Break down to sub-system Logical link and connection Consistently update with related documents Expected Output Visualized with drawing etc. Shared with all members Issues & countermeasur es are clear Decomposition of critical part IT based screen Metrics Selected prioritized metrics Clear indication with same format Update all results regularly Priority marks Forecasted line with scenario Decomposition / Scenario Indication of current hot topics Connection with other board Scenario chart for difficult issue Connection with quickening action Arriving at 5- why level Real products or model Inside a project room, is it real products Some decomposition parts DR in the project room Virtual tools Integration and Standard Quantity Concurrent Schedule At earlier phase, join all related member Due date and milestone with output / Process Improvement Capturing delay & change for review Sub-systems are spontaneously breakdown Connection with sub- system schedule Issue flow Kind etiquette Select 2- issues are smooth activity Contents & Countermeasur e are mutually kind Spontaneous attitude for solution Potential issue is proactively capture From record, issue moving for PDCA process Human-side Meeting Agenda & schedule Explain effectively and efficiently Kindly support leader & other member Front loading considered opinion Conscious of new role & responsibility Display Visual Control Level1 Visual Control Level2 Quickening Visualization Level1 Quickening Visualization Level2 Visualization Total Grade Category Quality Progress Audit
  7. 7. Basic Title © 2011 QV System, Inc. All rights reserved 7 Focus on Continuous Improvement Behavior: Live it! Don’t just talk it… Daily Work Trouble shooting Daily Work 生産稼働維持 Bad Good Improvement Improvement Leader: > 50% of time Ideal Issue Board: Panel •ProjectBackground •ProjectObjective •Technical Spec •ProjectOrganization Potential Real Finish Record Design Engineering Production Marketing Objective Metrics Weight Cost Capital Targ et 1 2 3 - 12 Targ et 1 2 3 - 12 Decomposition Area Issue Board GoodGood Expected Output Action Board Projector for Virtual Design Review or meeting ExpectedOutput Prototype VP Engineering Oobeya 2-issues per week • Progress check, only Green & Red •All related members, Planning, Design, Production and Sales & Marketing • Identify issues for management decisions Today New concept Drawing delay Line A Improve Supplier select Supplier select Supplier select Continuous Improvement PDCA applied to every interaction, naturally leads to changing roles Key Oobeya Characteristics: • Continuous Improvement line • “Aha!” in each report-out PLAN: My “Aha! Moment” was ______, and because of that, I now plan to _________
  8. 8. Basic Title © 2011 QV System, Inc. All rights reserved 8 QUESTIONS?

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