Liderazgo de lean

PROPOSITO
• Proveer un overview del TPS y su programa de desarrollo de
conocimientos y Habilidades
• Proveer un overview de la aplicacion de este programa dentro de la
organizacion

Agenda
• Programa de de Desarrollo de Habilidades y Conocimientos del TPS
– Background
– Desarrollo y descripcion
– Pilot application
• Futura Aplicacion dentro de la organizacion

Background
• Significant management turnover in truck body weld
– Manager & 2 Assistant Managers
• New manager requested training program
– TPS based
– Standardized
– Focus on knowledge & skills
• Development group
– Body weld project team
– Training & development
– GM TLO

Program Development & Description
• Development program assumptions:
– Leaders must be able to teach TPS principles
– Everyone has a role within TPS
– Leadership behavior must be consistent with TPS principles
• Description:
– TPS Fundamentals -- from TPS House
– TPS Leadership Skills -- Managerial skills & behavior to enable TPS
environment

Team
Member
Team
Leader
Group
Leader
Assistant
Manager Manager
5-S
Fundamental principle for workplace
organization & waste elimination
Apply Apply Teach Teach Teach
Standardized Work Standardize operations to allow Kaizen
Apply Teach Teach Teach Teach
Total Productive
Maintenance (TPM) Owner/Operator machine concept
Visual Control
Factory conditions should be visually apparent
(through Andon, count boards, etc)
Apply Apply Apply Teach Teach
Jidoka
Provide quality in station; ensure no
bad parts sent to next operation
Apply Apply Apply Apply Teach
Just In Time (JIT)
Produce required parts at required time
(implement through Kanban, Andon call. etc.)
Apply Apply Apply Apply Teach
Kaizen/Continuous
Improvement
Formulate and implement plans to make
continuous improvements
Apply Apply Apply Teach Teach
Team
Member
Team
Leader
Group
Leader
Assistant
Manager Manager
Practical
Problem Solving
Organized, disciplined process to identify,
analyze, and solve problems
Recognition Systems Effective tools for recognizing employees
N/A Apply Apply Apply Teach
Standardized Work
for Leadership Leadership behavior/roles & responsibilities
P-D-C-A P-D-C-A cycle for daily management
N/A N/A Apply Apply Teach
People Involvement/
Team Development
Effectively involving people and teams for Kaizen
(PSCs, Kaizen Event teams, etc.)
Hoshin Kanri/Policy
Deployment
Introduction to policy deployment; role
in supporting change in organization
N/A Apply Apply Apply Apply
Material & Information
Flow Mapping
Technique to grasp the situation & identify
opportunities for lead time reduction
N/A N/A N/A N/A Apply
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Training/Development Matrix
Summary For All Organizational Levels
Topic Topic Description
Required Level Of Knowledge & Understanding (By Level)
Topic Topic Description
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Roles & Responsibilities -- TPS Fundamentals
Team Member Team Leader Group Leader Assistant Manager
5-S
- Workshop participation
- Maintain system (TPM)
- Participate in Kaizen
- Workshop participation
- Maintain system (TPM)
- Workshop leadership
- Teach workshop (if needed)
- Inspect
- Identify Kaizen opportunities
and participate
- Workshop leadership
- Teach workshop (if needed)
- Inspect
and participate
Standardized Work
- Practice standardized work
- Practice standardized work
- Teach standardized work
- Instruct team members on proper
standardized work
- Teach (if necessary)
- Inspect
- Develop and follow std work for
G/L roles
and participate
- Teach (if necessary)
- Inspect
- Develop and follow std work for
A/M roles
and participate
Total Productive
Maintenance (TPM)
- Follow standardized work
- Instruct team members on TPM
- Teach TPM
- Inspect
and participate
- Teach TPM
- Inspect
and participate
Visual Control
- Respond appropriately to visual
controls
controls
- Maintain visual controls
controls
- Inspect
- Teach visual control concepts
- Respond appropriately to
visual controls
- Inspect
and participate
Jidoka/
Quality Concepts
- Do not pass defective parts
to next station
- Teach quality in station
- Inspect
- Identify Kaizen opportunities and
participate
- Inspect
- Identify Kaizen opportunities and
participate
Just In Time (JIT)
- Do not accumulate excess
in process stock
- Inspect
- Pariticipate in Kaizen
- Inspect
- Inspect
Kaizen/Continuous
Improvement
and participate
and participate
and participate
- Teach
- Establish the environment for Kaizen
and participate
Topic
Primary Roles & Responsibilities
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Roles & Responsibilities -- TPS Leadership
Team Member TeamLeader Group Leader Assistant Manager
Practical
Problem Solving
- Participate in problem solving
activities
activities
- Use practical problem solving process
- Teach practical problem solving
- Inspect
- Use practical problem solving process
- Teach practical problem solving
- Inspect
- Establish environment for
Recognition Systems N/A N/A
- Use effective recognition in
daily management
- Use effective recognition in
daily management
Daily Management N/A - Standardized roles & responsibilities - Standardized roles & responsibilities - Standardized roles & responsibilities
People Involvement/
Team Development
- Participate in team activites
. Suggestions
. PSCs
. Kaizen events
- Weekly team meetings
- Support group meetings
- Teach team development skills
- Participate in team activities
activities
- Monthly group meetings
- Inspect weekly team meetings
- Develop team environment
- Participate in team activities
- Monthly group meetings
- Inspect monthly group meetings
- Develop team environment
PDCA/Hoshin Kanri N/A
- Support G/L in developing
monthly G&O
- Complete monthly G&O report
- Review G/L monthly G&O
- Complete monthly G&O
Material & Information
Flow Mapping
N/A N/A N/A
- Support Manager in developing and
applying material & information flow
maps
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Topic
Primary Roles & Responsibilities

Implementation Plan - Pilot Project
• Fase 1 – Aplicacion Piloto en un area especifica
• Fase 2 -- Roll-out dentro de la Organizacion

Pilot Program -- Priorities
Fundamentos del TPS
• 5-S
– Eliminar Desperdicios
– Motive e Involucre a los Trabajadores

Pilot Program -- Priorities
Liderazgo en el TPS
• Solucion Practica de Problemas
– Engage employees
– Fix “hardy perennials”
• Sistema de Reconocimiento
– Engagement & morale
• Trabajo Estandarizado para Gerentes
– New management team -- needs structure in order to stabilize
• Hoshin Kanri/P-D-C-A
– Foco en las Metas y Objetivos

Program Timing
TPS Fundamento
5-S -- Wall-to-Wall
Jun Jul Ago Sept Oct Nov Dic
TPS Liderazgo
Solucion Practica de Problemas
Jun Jul Ago Sept Oct Nov Dic
May
May
Trabajo Estandarizado
TPM
Sistema de Reconocimiento
Hoshin Kanri - PDCA
Trabajo Estandarizado para el Liderazgo
- Gerentes - Asistentes
- Supervisores
TBD
TBD

Introductory 5-S
presentation
Participation:
Managers, A/Ms, G/Ls
Ejemplo de Entrenamiento/Plan de Desarrollo
Proceso de 5-S
5-S workshop (1)
Participation:
- TLO leads & teaches
- Managers participate
- T/Ms participate
Propuesta: Use Talleres de 5-S para cascadear el conocimiento a traves
de la Organizacion
5-S workshops (2)
Participation:
- TLO leads
- Managers co-teach
- A/Ms participate
- T/Ms participate
5-S workshops (4)
Participation:
- Managers lead
- A/Ms co-teach
- G/Ls participate
- T/Ms participate
Increasing Organization Knowledge
Future
Workshops
Led/Taught
By Managers
Or A/Ms
Manager,
A/M, G/L Hear
Managers
See
Managers Do
A/Ms See
A/Ms Do
G/Ls See

Roles & Responsibilities
• Body weld project team
– Coordinate development
– Provide training
– Implement pilot program
• GM TLO
– Subject matter experts
– Training material (“plug-in” modules)
• Training & development
– Coordinate roll-out & development throughout NUMMI

Status & Next Steps
• Phase 1 pilot in progress
– Target A/M completion by end of 1999
– Lots of support from GMPSI!
• Developing training modules
– HK/PDCA
– Standardized work for leadership
• Project team to continue work
– Rob Bucchi -- Manager
– Greg Young -- Executive-In-Residence
– Peter Karausch -- Executive-In-Residence

Challenges
• NUMMI resource commitment
– Difficult to free up T/Ms to participate
• Leadership commitment to teach
– Eager to participate
– “Push back” when asked to teach

Agenda
• TPS Knowledge & Skills development program
– Background
– Development and description
– Pilot application
• Future Application within Delphi Steering

Leadership: Initiate Change
Tools
• Plant vision
• Plant master plan
•Value stream mapping
- Emphasis: Lead time reduction
Leadership Transformation Process

Management:
Leadership:
Implement Change
Maintain Gains
Deal with Complexity
Tools
• Standardized work for managers
• Control and follow-up
• Problem solving
• Communication
• Other lean tools
Need both to succeed!
Initiate Change
• Plant vision
• Plant master plan
•Value stream mapping
- Emphasis: Lead time reduction

What must leadership group have to transform the plant?
• Knowledge of TPS elements
• Belief in elements
• Expertise in applying elements
• Willfulness to change

How do we provide this to the leadership group?
• Enhance knowledge
– Book clubs, discussion groups
– Visioning trips/tours
– Sensei
– PDR
• Build belief and expertise through applications
– 5-S workshops
– Kaizen events
– “Just try it”
• Inspect & follow-up
– Daily teaching & inspection
– Make the behavior a habit

People
- Knowledge
- Skills & Experience
- Motivation
- Willfulness to
implement change
Safety Quality Delivery Cost
Education Process
- Focus on leadership group (superintendents) first
- Cascade through the system -- “leaders must teach”
- Activity based learning -- “must be able to implement”
Grasp the
Situation
Leadership Transformation Plan

Conclusions
• TPS/lean principles form the core
• Leadership behavior must be consistent with TPS
• Knowledge & skill based training to close the gap
• Demonstrate knowledge through teaching & application

“But there is no question that we have to change our fundamental
approach…our DNA. And teaching does that better than any
other way I know.”
“That DNA has a couple of key components: a global mind-set,
an intuitive knowledge of our customers, a relentless focus
on growth, and the strong belief that leaders are teachers”
“Teaching, we’ve found, is an amazingly effective way to change
an organization. With the teaching programs we’ve used over the
past three years, our people have delivered $2 billion to our
bottom line. And they’ve delivered them because their mind-sets
have changed.”
Leaders as Teachers

“But there is no question that we have to change our fundamental
approach…our DNA. And teaching does that better than any
other way I know.”
“That DNA has a couple of key components: a global mind-set,
an intuitive knowledge of our customers, a relentless focus
on growth, and the strong belief that leaders are teachers”
“Teaching, we’ve found, is an amazingly effective way to change
an organization. With the teaching programs we’ve used over the
past three years, our people have delivered $2 billion to our
bottom line. And they’ve delivered them because their mind-sets
have changed.”
Leaders as Teachers
J. Nasser, CEO Ford Motor Company
Harvard Business Review March-April 1999

Purpose
• Provide an overview of the TPS Knowledge & Skills development
program
• Provide an overview of the application of this program within Delphi
Steering

Liderazgo de lean

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