Marek Piatkowski - My Journey and Passion for Lean

1Marek.Piatkowski@Rogers.com
My Journey and
Passion for Lean
Marek Piatkowski
Thinkingwin, Win, WIN
My Journey and Passion for Lean
Marek Piatkowski – February 2017

My Journey and
Passion for Lean
Marek Piatkowski
Introduction - Marek Piatkowski
 Professional Background
 Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from
1987-1994
 TPS/Lean Transformation Consulting - since 1994
 Professional Affiliations
 TWI Network – John Shook, Founder
 Lean Enterprise Institute (LEI) – Jim Womack
 Lean Enterprise Academy (LEA) – Daniel Jones
 CCM/CAINTRA – Monterrey, Mexico
 SME, AME, ASQ, CME
 Lean Manufacturing Solutions - Toronto, Canada
http://twi-network.com

My Journey and
Passion for Lean
Marek Piatkowski
Marek
Piątkowski
Why is a guy with a Polish name
from Toronto, Canada
talking about Lean Transformation?

My Journey and
Passion for Lean
Marek Piatkowski

My Journey and
Passion for Lean
Marek Piatkowski
1987

My Journey and
Passion for Lean
Marek Piatkowski
1988

My Journey and
Passion for Lean
Marek Piatkowski
Training and Education Manager - 1987
 I was a # 7 Canadian employee hired by Toyota Canada:
 I need to learn how Toyota manufacturers cars – so I can teach Canadian employees
how to assemble cars in Canada
 By the end of 1989 we were going to have 1050 employees
 I need to learn how Toyota operates
 I need to develop training programs and courses
 I need to hire Trainers and Instructors
 We need to develop training manuals and standards
 We need to have a Training Program

My Journey and
Passion for Lean
Marek Piatkowski
Training
and
Education
X X X
X X

My Journey and
Passion for Lean
Marek Piatkowski

My Journey and
Passion for Lean
Marek Piatkowski
12
Production should take place with a
little inventory as possible,
preferably only the one component that
is to be processed or assembled next.

My Journey and
Passion for Lean
Marek Piatkowski
Stability
GOAL: Highest Quality, Lowest Cost, Shortest Lead Time
1. Stable Manufacturing Processes
2. 100% Quality Parts
Heijunka Standardized Work Kaizen
Just-in-Time Jidoka
Stop the line
and fix
the Problem
Separate man’s
work from
machine’s work
Continuous
Flow
Takt Time
Pull System
The Toyota House
Toyota
Production
System
(TPS)

My Journey and
Passion for Lean
Marek Piatkowski
Toyota
Production
System
(TPS)

My Journey and
Passion for Lean
Marek Piatkowski
Toyota’s Philosophy - People
 The Toyota Production System (TPS) itself is based on the belief that the company
that ignores human respect will not endure
 People – a company’s greatest asset is its people. Toyota does as much as possible
to take care of the employees, recognizing first and foremost the importance of job
security
 People enjoy their work when it involves trying out their own ideas, mastering new
skills and making visible contributions
 Teamwork is a foundation of TPS – all employees are required to participate and to
follow rules and principles of TPS
 Operators who are the most knowledgeable of any manufacturing operation are
people who perform that job daily – their involvement is critical to the success of
implementation of TPS
 “Good Thinking, Good Product” – employees are expected to contribute to the
improvement of their own work.
Sakichi Toyoda
Founder of Toyota

My Journey and
Passion for Lean
Marek Piatkowski
1st Visit
6 Weeks !!!

My Journey and
Passion for Lean
Marek Piatkowski

My Journey and
Passion for Lean
Marek Piatkowski
Back to Canada
What do I do now?

My Journey and
Passion for Lean
Marek Piatkowski
Toyota Sensei
 Sensei (先生) is a Japanese title used to
refer to or address teachers, professors,
masters, coaches, professionals such as
lawyers, doctors, politicians, clergyman
and other figures of authority.
 The word Sensei is also used to show
respect to someone who has achieved a
certain level of mastery in an art form or
science or some other skill: accomplished
novelists, musicians, and artists for
example are addressed in this way.
 The Japanese Sensei is a courtesy title for
a man of respected stature.

My Journey and
Passion for Lean
Marek Piatkowski

My Journey and
Passion for Lean
Marek Piatkowski
On-the-Job Training (OJT)
Learning by
Doing

John Shook
19971994
Jeff Liker Mike Rother
Jim Womack Dan Jones
Educators
Practitioners
Art SmalleyJeff Smith David VerbleChuck Ward Rick Harris Marek Piatkowski

My Journey and
Passion for Lean
Marek Piatkowski
The Most Studied Company in the World

My Journey and
Passion for Lean
Marek Piatkowski

My Journey and
Passion for Lean
Marek Piatkowski
2016

My Journey and
Passion for Lean
Marek Piatkowski
The Golden Triangle of Improvement Process
Kaizen
Activities
Suggestion
Program
Quality
Circles

My Journey and
Passion for Lean
Marek Piatkowski
Go ahead and experiment – failure is just a part of a process

My Journey and
Passion for Lean
Marek Piatkowski
Life in Manufacturing consists
of ongoing Problem Solving
activities - learn to like it.

My Journey and
Passion for Lean
Marek Piatkowski
 In a true TPS environment decision making process should be made at the lowest
possible level of the organization.
 Simple, effective solutions are the most effective
 A manager’s or supervisor’s role consists of leading problem
solving activities in a multi-skilled, cross-functional team
environment
 Managers role is to make sure that for everything that we do there is a well
defined standard process
 Continuous Improvement (Kaizen) activities are management responsibilities.
Toyota’s Philosophy – Manager’s Role

My Journey and
Passion for Lean
Marek Piatkowski
Exposing the Problem - Ownership
Area of
problem solving Full acceptance of responsibility.
Partial acceptance of responsibility.
Someone else is responsible to fix it.
We have no time or money to solve it.
No solution. We have always done it this way.
Blame others for it.
Deny that problems exist.
Ignore the problems.
Area of no
problem solving

My Journey and
Passion for Lean
Marek Piatkowski
Two Types of Problems
Sub-standard performance,
abnormal situation
New Standard
New Challenge
1. Daily problems:
deviation from normality
breakdown
quick fixes
2. Long term improvements:
new company objectives
new expectations
looking for a better long term solution

My Journey and
Passion for Lean
Marek Piatkowski
TPS System Rules
Rule 2:
Every customer-supplier
connection must be direct, and
there must be a unmistakable yes-
or-no way to send requests and
receive responses
Rule 1:
All work shall be highly specified
(standardized) as to content,
sequence, timing and outcome
Rule 3:
The pathway for every product and
service must be simple and direct –
flow
Rule 4:
Any improvement must be made in
accordance with the scientific
method, under the guidance of a
teacher, at the lowest possible level
in the organization

My Journey and
Passion for Lean
Marek Piatkowski
Data Collection Process
 The foundation to continuous improvement
 Resources for collecting, analyzing and displaying data
 Powerful visual displays of data about processes, quality of products and services,
problems and opportunities
 The tools which support problem-solving and continuous improvement.
 The major force in helping us achieve continuous improvement.
In God we Trust – Everybody else bring data

My Journey and
Passion for Lean
Marek Piatkowski
Problem Solving process
 TPS creates a community of scientists and analysts
 Toyota uses rigorous problem solving process that requires a detailed assessment
of the current state and a plan for improvement
 With anything less than such a scientific rigor, change would amount to little more
than random trial and error – a blindfolded walk through life
 This process actually stimulates operators and managers to engage in the kind
experimentation that is widely recognized as a starting point of Continuous
Improvement
Clarify the Problem
Initial Problem Perception
(Large, vague, complicated problem)
The "Real" Problem
Locate Area /
Point of Cause
PoC
Direct Cause
Why ?
Cause
Cause
Cause
Cause
Countermeasure
Root Cause
Why ?
Why ?
Why ?
Why ?
Cause
Investigation
Grasp the
Situation
5 W hy ?
Investigation of
Root Cause
Basic Cause & Effect
Investigation
5 Why
5 Who

My Journey and
Passion for Lean
Marek Piatkowski
The Pattern of Improvement puts you on a
Problem Solving Journey
Understand your
Current Condition
Understand where you
need to go

My Journey and
Passion for Lean
Marek Piatkowski
Known
Territory
Target
Condition
Existing
Know-How
PLAN
• Solution Oriented
• Avoid Obstacles
• Quick Countermeasures
• We KNOW what needs to be DONE
We are trained to extrapolate from our experience and jump into solutions

My Journey and
Passion for Lean
Marek Piatkowski
Known
Territory
Unknown
Territory
Target
Condition
Existing
Know-How
?
PLAN
• Avoid Obstacles

My Journey and
Passion for Lean
Marek Piatkowski
Known
Territory
Unknown
Territory
Target
Condition
Existing
Know-How
?
PLAN
• Avoid Obstacles
A detailed Plan is not possible in the
Unknown Territory
PLAN

My Journey and
Passion for Lean
Marek Piatkowski
Known
Territory
Unknown
Territory
Target
Condition
Existing
Know-How
?
PLAN
• Avoid Obstacles
Unknown Territory
PLAN

My Journey and
Passion for Lean
Marek Piatkowski
Insanity: doing the same thing over and over again
and expecting different results.
Are you ready
to start doing
things
differently?

My Journey and
Passion for Lean
Marek Piatkowski
Space Exploration Technologies Corporation (SpaceX) is an American aerospace manufacturer
and space transport services company with its headquarters in Hawthorne, California, USA.
It was founded in 2002 by former PayPal entrepreneur and Tesla Motors CEO Elon Musk with
the goal of creating the technologies to reduce space transportation costs and enable the
colonization of Mars.

My Journey and
Passion for Lean
Marek Piatkowski
Known
Territory
Unknown
Territory
Target
Condition
Existing
Know-How
?
PLAN
• Avoid Obstacles
• Root Cause Analysis
• Understand Obstacles
• Deeper Analysis
• Journey of Experiments and Discoveries - PDCA
Unknown
PLAN

My Journey and
Passion for Lean
Marek Piatkowski
What is Plan-Do-Check-Act (PDCA)
 PDCA is a systematic four-step management method used in business for the
control and continuous improvement of processes and products.
 It is also known as a Deming Circle or as a Deming Wheel after its proponent, W
Edwards Deming.
 PDCA provides a systematic approach to achieving continuous improvement.
 The objective is to continually progress through each stage while aiming to achieve
a better quality output of products or services or information as defined by our
customers.
 It is a great management and communication tool

My Journey and
Passion for Lean
Marek Piatkowski
Mary, Quality
Inspector
Coach, Isao
Chip Process
Mount& Crimp Inspection
IPunch Press
Isao
Device-K AssemblyShop
I
I
#1
#2
#3
2 Shift 1 Shift
Reducing Defects
In Assembly

My Journey and
Passion for Lean
Marek Piatkowski
Title: Reduce Scratches in Assembly ( Leader: Mary )
1. Background
3. Target
4. Analysis
Shop: Device-K Assembly
Update: Dec. 15, 2010
Coach
Andy
Dec. 15, 10
Manager
5. Countermeasures and plan
6. Result & next challenge
- Device-K isour next main product!
- Increasein variety of mounting/ casing
types
- Quality isa key successfactor in
assembly aswell asin thechipprocess
Device-K Sales Plan by Product Ty pe
Sales
380% # of Major
Types
3 10
Device-K Sales Plan by Product Ty peDevice-K Sales Plan by Product Ty pe
Sales
380%
Sales
380% # of Major
Types
3 10
# of Major
Types
3 10
# of Major
Types
3 10
2. Current state (Based on November data)
Actual output
First Pass Rate(FPR)
target
Mp
Demand
Yield Ratetarget
Yield Rateactual FPR actual
Actual output
target
Mp
Demand
Yield Ratetarget
target
Mp
Demand
Yield Ratetarget
Mp
Demand
Yield Ratetarget
Scratches aremost often identified at inspection:
48%of assembly defects
End of November, 2008
Metrics Target Actual
Output
/Demand 100% 99.2%
Yield Rate 97% 85.2%
First Pass
Rate (FPR) 90% 65.1%
End of November, 2008
Output
/Demand 100% 99.2%
First Pass
Rate (FPR) 90% 65.1%
Not improved in
thesethreemonths!
92%of defects werecaused
by Assembly !
Bad
chip
Assembly
defects
Bad Chip vs. Assembly Defects
Bad
chip
Assembly
defects
Bad
chip
Assembly
defects
Assembly
defects
Bad Chip vs. Assembly Defects
Most scratches are
repaired by re-polishing
= Waste!
re-polishing
NG:
Scratches
Inspection
About 20 sec. /p
(1) Z eroscratches!
(2) Reducemissed crimps of 12%
FPR = 90%
* Based on November data
4-2. Trial-1: On-lineinspection just after line#1
crimper
Exit of crimper On-lineinspection!
4-3. Second observation: types of scratches
Straight
28%
Rounded
70%
Others
2%
Fixing crimper head 4 alsoreduced missed crimp
defects.
Observed only in line#2 Next gosee-2
Observed in all lines Punch press?
4-4. Hypothesis &gosee-2: First stepof assembly line#2?
From punch
press Straight scratches areobserved here!
Entranceof line#2
Blade
spring
Small
pimple!
#
1
2
3
4
Action item
Fix crimper head
Dec. 5th 12th 19th 26th Jan.
Fix bladespring
On-lineinspection Trial Prep. 2-shift inspection
Responsibility Status
Done
Done
On
track
Mary &Jack
with Facility Team
Jimmy
Mgr. Assembly
Reduceinventories
between processes
Stopmachines alternatively
MaintainImplement VM
Team On
track
2nd week of Dec, 2008
FPR 90% 90.2%
2nd week of Dec, 2008
FPR 90% 90.2%
(1) Remaining Defects
1) Scratches(2%)
2) Missed crimp(1%) 3) Others
(2) “Why”after current countermeasures
1) Broken head – why?
2) Pimple– why?
#2
#3
#1
#2
#3
#1
#2
#3
#1
4-1. Hypothesis &gosee-1: Assembly line#2?

My Journey and
Passion for Lean
Marek Piatkowski
Elements of the A3 Process
The A3 Report Itself The A3 Review Process

My Journey and
Passion for Lean
Marek Piatkowski

My Journey and
Passion for Lean
Marek Piatkowski
Before After
Desperdicio Contramedida Beneficio
Se tenia un sistema de producción en
batch con un WIP de 300 pzas.
Se eliminó una mesa de atados
Se eliminó el WIP y se redujo la línea de
ensamble 4 mts2.
Se redujo 98.6% el WIP y se redujo
4mts2 la línea de ensamble
EJEMPLO DE KAIZEN

My Journey and
Passion for Lean
Marek Piatkowski

My Journey and
Passion for Lean
Marek Piatkowski
Knowledge and Skills
To know, to understand the
meaning correctly and to be able
to teach
Lean Knowledge
Kanban, Pull system, Jidoka,
Supermarket, TPM, SMED, JIT,
Kaizen, STW, 5S, WCT, VSM,
Gemba, Takt Time, etc …
I know this!
Lean Skills
Be able to solve problems and
advance the organization by using
proper Lean Knowledge
Use Lean Knowledge to motivate
people, achieve results, reduce
costs, improve the operation and
address business needs
Can you Play a
Violin?

My Journey and
Passion for Lean
Marek Piatkowski
Two Methods of Teaching (Learning)
Theoretical – Western Style
 Listening to a lectures
 Studying books
 Doing homework
 Writing exams
Practical - Oriental Style
 Learning by doing
 Learn one step, than I will show
you the next one
 Wax on, wax off …
Training
Discovery

My Journey and
Passion for Lean
Marek Piatkowski
Where does the Journey start?
 The man who moves a mountain begins by carrying away small stones
 Ask yourself constantly “What is the right thing to do?“
 "It does not matter how slowly you go, as long as you do not stop.“
 Choose a job you love, and you will never have to work a day in your life.
 Our greatest glory is not in never falling, but in rising every time we fall.

My Journey and
Passion for Lean
Marek Piatkowski
Changing the World. One Transformation at a time
This presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproduced
without written permission from:
Marek Piatkowski
W3 Group Canada Inc.
iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.com
http://twi-network.com

My Journey and
Passion for Lean
Marek Piatkowski
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