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Leading using the Oobeya Room

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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

Published in: Education, Business, Technology
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Leading using the Oobeya Room

  1. 1. Basic Title © 2011 QV System, Inc. All rights reserved The Basics of Oobeya Takashi Tanaka Sharon Tanner Craig Flynn
  2. 2. Basic Title © 2011 QV System, Inc. All rights reserved Oobeya Simulation Purpose: • To communicate the oobeya technique quickly • To begin the “learn by doing” approach Reminders: • Oobeya makes knowledge-work visible, so that waste and non-value-add activities can be removed. • Oobeya means „big conference room‟ • Developed with Toyota in the 1990s – First Prius and SUV – 50% time-to-market reduction
  3. 3. Basic Title © 2011 QV System, Inc. All rights reserved Toyota Management System TMS (Toyota Management System) TDS (Toyota Development System) Total TPS (Total Toyota Production System) TMSS (Toyota Marketing & Sales System) Design Engineering Production TPS Marketing Concept Marketing Design Production Concept Product Concept TDS TMSS TMS Production Design Sales, After sales and CRM Total TPS An integrated system, covering the full product life-cycle, applied effectively to highly technical, complex, product development .
  4. 4. Basic Title © 2011 QV System, Inc. All rights reserved TMS Tools TDS Development System TMS Management System TMSS Marketing & Sales System Total TPS Production System Oobeya TMS … a comprehensive set of “tools” (processes, approaches, templates, and methods for making improvements) …where oobeya is the “backbone” of the TMS implementation
  5. 5. Basic Title © 2011 QV System, Inc. All rights reserved Overcoming Culture Barriers 4 4 4 Self Sustaining New Working Culture Higher Perspective Visualization 18-months Tools Management Kick -off Lean for Leaders (LfL) 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. Implemented in phases… toward changing the working culture
  6. 6. Basic Title © 2011 QV System, Inc. All rights reserved Increase Before Early TMS Ideal Improve- ment Daily Work (Meeting, Decision making, Team management, etc.) Trouble shooting Improvement (Product, Process and Personnel development) Daily Work 生産稼働維持 Effective and Efficient Decrease Role of Managers  Manager: Use more than 50% of time on improvement work.
  7. 7. Basic Title © 2011 QV System, Inc. All rights reserved Issue Board: Panel •Project Background •Project Objective •Technical Spec •Project Organization 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 Expected Output Prototype R & D Main Board 2-issues per week Oobeya: Big Project Room • 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
  8. 8. Basic Title © 2011 QV System, Inc. All rights reserved Issue Board: Panel •Project Background •Project Objective •Technical Spec •Project Organization 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 Expected Output Prototype R & D Main Board 2-issues per week Oobeya: Big Project Room • 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
  9. 9. Basic Title © 2011 QV System, Inc. All rights reserved Issue Board: Panel •Project Background •Project Objective •Technical Spec •Project Organization 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 Expected Output Prototype R & D Main Board 2-issues per week Oobeya: Big Project Room • 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
  10. 10. Basic Title © 2011 QV System, Inc. All rights reserved Issue Board: Panel •Project Background •Project Objective •Technical Spec •Project Organization 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 Expected Output Prototype R & D Main Board 2-issues per week Oobeya: Big Project Room • 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
  11. 11. Basic Title © 2011 QV System, Inc. All rights reserved Oobeya Basics Each target is fully decomposed – Broken down into targets for each team / sub-team – Expressed in meaningful terms for local team Targets are adequate 60% accurate to start is OK Improve accuracy and ensure fairness as you go Differentiation between internal and external targets Annual targets • 3 – 5 clearly stated targets • Aligned to Objectives • Quantified, and metrics identified • Balanced (e.g., Cost, Quality, Delivery) Long-term Objectives • Ideally, no more than 3 • Clearly stated and inspirational • Set for a 5 – 10 year time range • Covers the entire organization
  12. 12. Basic Title © 2011 QV System, Inc. All rights reserved Leader‟s Role • Defines initial targets • Maintains time and content discipline • Manages issue priority • Verifies that activities are sufficient to accomplish the targets • Checks member workload; balances as needed • Ensures team participation, and develops team skills
  13. 13. Basic Title © 2011 QV System, Inc. All rights reserved Members‟ Role • Provide open feedback on target feasibility • Deliver solutions; define activities and tasks to meet targets • Report current status to plan (“on plan” or “off plan”) • Collaborate on problem-solving and countermeasures • Report accomplishments towards targets, versus “activities completed” • Address issues in a “kind” way
  14. 14. Basic Title © 2011 QV System, Inc. All rights reserved KIND Issues: “Decision Ready” A kind issue is clear, concise, and constructive. It states an issue and provides analysis or a recommendation Name Date Who will do What by When Leader dispositions the issue by adding a Post-It showing the decision, committed action or next step
  15. 15. Basic Title © 2011 QV System, Inc. All rights reserved Issue Board Basics Name Potential Real Finished Record Team members each have a line All issues start in “Potential” Move to “Real” with enough data to understand the issue Move to “Finished” with a commitment to task(s) to resolve the issue (WHO will do WHAT by WHEN) Move to “Record” if re-use is likely; a permanent record will then be created Maximum per line: 2/week Maximum to next level: 2/week
  16. 16. Basic Title © 2011 QV System, Inc. All rights reserved „SPEW‟ Gets Things Going • Informal method of quickly gathering feedback • Team responds to draft objectives / targets /plan by adding “stickies” to wall charts… • Concerns or questions • Disagreements or corrections • Additions • Alternate scenarios • Leader dispositions stickies, individually or in groups, to improve the objectives / targets /plan • Spew temporarily alleviates some of the “Kind” issues requirements…
  17. 17. Basic Title © 2011 QV System, Inc. All rights reserved Oobeya Simulation Let’s GO! (Learn by Doing)
  18. 18. Basic Title © 2011 QV System, Inc. All rights reserved 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 _________ • (This Week / Next Week) My near-term actions I are … CHECK ACT PLAN DO

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