Lean over view, policy deployment

1. Lean
Toyota Way of
management
By Jaylani Karani
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Hoshin
Kanri
Policy
Deployment

2. Praise be to ALLAH
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For we cannot
count
His Bounties

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What does
Quran say about
Commitment,
Management
And Leadership?

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‫ن‬َ‫م‬َ‫آ‬ َ‫ين‬ِ‫ذ‬َّ‫ال‬ ‫ا‬َ‫ه‬ُّ‫ي‬َ‫أ‬ ‫ا‬َ‫ي‬َ‫ون‬‫ول‬‫ق‬َ‫ت‬ َ‫م‬ِ‫ل‬ ‫وا‬‫ا‬َ‫م‬
َ‫ون‬‫ل‬َ‫ع‬ْ‫ف‬َ‫ت‬ َ‫َل‬(2)ِ‫ع‬ ‫ا‬ً‫ت‬ْ‫ق‬َ‫م‬ َ‫ر‬‫ب‬َ‫ك‬ِ َّ‫اَلل‬ َ‫د‬ْ‫ن‬
ْ‫ف‬َ‫ت‬ َ‫َل‬ ‫ا‬َ‫م‬ ‫وا‬‫ول‬‫ق‬َ‫ت‬ ْ‫ن‬َ‫أ‬َ‫ون‬‫ل‬َ‫ع‬(3)َّ‫ن‬ِ‫إ‬
َ‫ين‬ِ‫ذ‬َّ‫ال‬ ُّ‫ب‬ ِ‫ح‬‫ي‬ َ َّ‫اَلل‬‫ي‬ِ‫ف‬ َ‫ون‬‫ل‬ِ‫ت‬‫ا‬َ‫ق‬‫ي‬
َّ‫ن‬َ‫أ‬َ‫ك‬ ‫ا‬ًّ‫ف‬َ‫ص‬ ِ‫ه‬ِ‫ل‬‫ي‬ِ‫ب‬َ‫س‬ٌ‫ان‬َ‫ي‬ْ‫ن‬‫ب‬ ْ‫م‬‫ه‬
ٌ‫وص‬‫ص‬ ْ‫ر‬َ‫م‬

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ْ‫م‬‫ك‬َ‫د‬ْ‫ي‬َ‫ك‬ ‫وا‬‫ع‬ِ‫م‬ْ‫ج‬َ‫أ‬َ‫ف‬َّ‫م‬‫ث‬
ْ‫د‬َ‫ق‬ َ‫و‬ ‫ا‬ًّ‫ف‬َ‫ص‬ ‫وا‬‫ت‬ْ‫ئ‬‫ا‬َ‫ح‬َ‫ل‬ْ‫ف‬َ‫أ‬
ِ‫ن‬َ‫م‬ َ‫م‬ ْ‫و‬َ‫ي‬ْ‫ال‬
‫ى‬َ‫ل‬‫ع‬َ‫ت‬‫اس‬

6. Lean Definition
• Adding values from the customer’s
prospective and removing waste
• Increase corporate morale
• Through continuous improvement
• Lowest cost ,highest quality plus shortes
lead time.
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7. • Focusing entirely a process flow
• Seeking perfectionism
• Respecting people
• Constant learning from solving
problems
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13. Leadership style
•100% Authority
•Fuctioning with
0% authority
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KAIZEN starts with a problem,
more precisely the
recognition that a
problem exists
When there is no
problem , there is no
potential for
improvements

17. Lean styles
• In America they apply lean
Management by focusing the Result
• Japanese focus the process highly
• As only good Process can yeild
good reslut.
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18. JOBS FUNCTION PERCEPTIONS
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Top management
Middle management
Supervisors
Workers
Japanese perceptions Western perceptions

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26. Than what
do we
Focus?
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Definitions
of problem
Analysis of
problem
Identificati
on of
causes
Planning
counter-
measures
Implemen-
tation
Confirmation
of results
Standardi-
zation
PLAN
DO
CHECK
ACT

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Man ( operator) Machine (facilities) Material Operation Method
Does he follow
standard?
Does it meet production
requirements?
Are there any mistakes
in volume?
Are the work standards
adequate?
Is his work efficiency
acceptable?
Does it meet process
capabilities?
Are there any mistakes
in grade?
Is the work standard
upgraded?
Is he problem
conscious?
Is the oiling (greasing)
adequate?
Are there any mistakes
in the brand name?
Is it a safe method?
Is he
responsible/accountabl
e?
Is the inspecction adequate?
Are there impurities
mixed in?
Is it a method that ensures a
good product?
Is he qualified?
is operation stopped often
because of mechanical
trouble?
Is the inventory level
adequate?
Is it an efficient method?
Is he experienced?
Does it meet precision
requirements?
Is there any waste in
material?
is the sequence of work
adequate?
Is he assigned to the
right job?
Does it make any unusual
noises?
Is the handling
adequate?
Is the setup adequate?
Is he willing to
improve?
Is the layout adequate?
Is the work in process
abandoned?
Are the temperature and
humidity adequate?
Does he maintain good
human relations?
Are there enough
machines/facilities?
Is the layout adequate?
Are the lighting and
ventilation adequate?
Is he healthy?
Is everything in good working
order?
Is the quality standard
adequate?
Is there adequate contact
with the previous and next
processes?

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Achieve
maximu
m quality
with
maximu
m
efficienc
y
Maintain
minimum
inventory
Eliminat
e hard
work
Use tools &
facilitates to
maximize
quality &
efficiency &
minimize effort
Maintain a
questioning &
open-minded
attitude for
constant
improvement
based on
teamwork &
cooperation

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5s
B
E
C
D
ASeiri
Seiton
Seiso
Shitsuke Seiketsu

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J
I
T
Shortened lead time
Reduced time spent on non-process
work
Reduced inventory
Better balance between different
processes
Problem clarification

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Management & Labor ;
Enemies or Allies?
Confrontation
fighting over how to divide the pie
Cooperation
Working together to bake bigger pie

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1. Form a team & allocate
responsibilities
Seven Steps
2. Measure
current state
3. Analysis & improvement
4. Apply first
improvement
5. Set process with new
scenario
6. Analysis &
improvement
7. Set-up board for visualization &
monitoring
CUTTING CHANGE
OVER TIME

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Conventional Wisdom
Higher quality leads to
higher costs
Larger lots lead to lower
costs
Workers do not need to
be taken into account
Japanese Revolutions
Higher quality leads to
lower costs
Smaller lots lead to
lower costs
A thinking worker is a
productive worker

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