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Toyota’s Management System Tools and Behaviours

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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Basic Title
© 2011 QV System, Inc. All rights reserved
1
TDS
Toyota Development System
Sharon Tanner
Craig Flynn
LEA Summit, 2011
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
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
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
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
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

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Toyota’s Management System Tools and Behaviours

  • 1. Basic Title © 2011 QV System, Inc. All rights reserved 1 TDS Toyota Development System Sharon Tanner Craig Flynn LEA Summit, 2011
  • 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. 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. 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. 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. 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. 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. Basic Title © 2011 QV System, Inc. All rights reserved 8 QUESTIONS?