The Fallen Temple
Nick Ruhmann
BD Medical – Diabetes Care
Agenda
Introductions
Error Prone vs. High Performance Systems

Capabilities of the Operational Outstanding
True North
The ...
Introduction
This training is based on work developed by Dr. Steven Spear,
formerly of the Harvard Business School and in ...
Toyota’s Performance vs. Big 3
Profits are greater than all major competitors combined (20062009)
Passed Daimler Chrysler ...
Why has Toyota been so successful?
Why has Toyota been successful in its application of
TPS?
Why have others failed despit...
Why do others fail?
Failure Mode 1:
• Copy Lean tools only without making work self-diagnostic

Failure Mode 2:
• Workarou...
The Toyota Temple
The Toyota Temple
Most Western Organizations
have concentrated their efforts
for TPS deployment on this pillar

The Contin...
The Toyota Temple

Leadership Requirements

Requires the ENTIRE
organization be
transformed into
problem solving
experts

...
The Fallen Temple
Google results for info on Just in Time vs. Jidoka

A difference of
almost 50,000 to 1!

•Just in Time
•...
Since people make things, work must begin
with developing people...
- Eiji Toyoda
TPS : The Shop Floor Stuff


Being able to support the Jidoka pillar
requires people with the right capabilities at
the r...
TPS : The Shop Floor Stuff
Capability 1 : Design work to see
problems
Capability 2 : Swarming problems when
they occur
Capability 3 : Sharing knowledge where
it is created
Capability 4 : Leaders train, coach, assist,
& teach
When former Toyota Motor Manufacturing
North American president Atushi (Art) Niimi
was asked about his greatest challenge ...
Capabilities of the Operationally
Outstanding
Reasons for Toyota’s Success
All work is highly specified as to
content, sequence, timing, and outcome.
Every customer/sup...
Characteristics of a TPS Organization
All work is designed so best practices are captured and
problems are evident immedia...
The FOUR Levels of Process Design
1.

2.

Defining objectives/outputs for the system
Creating pathways by assigning
respon...
Capabilities of the Operationally
Outstanding
Capabilities of the Operationally
Outstanding Summarized
C1 – Why is Proper Categorization of
(S,P,C,A) Essential?
C2 – Problem Solving
True North (Ideal State)
On Demand, Immediate

1.
–
–

Pull
0 Lead Time

1 by 1

2.
–
–

Batch Size of 1
0 Changeover Time...
C3 – Share Knowledge
C4 – Leaders are Teachers
C4 Leader Skills and Characteristics
Team Assignment – Gemba Kaizen


Overview




Time:




Go and See to understand TPS 4 levels of Process Design: Syst...
Focused Problem Countermeasure Sheet
About the Speaker




Nick Ruhmann is a Lean Sensei and Six Sigma Master Black Belt for BD
Medical, Diabetes Care. Prior...
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The Fallen Temple

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Expanded presentation pulling together concepts from S. Spear, Pascal Dennis, and Toyota

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The Fallen Temple

  1. 1. The Fallen Temple Nick Ruhmann BD Medical – Diabetes Care
  2. 2. Agenda Introductions Error Prone vs. High Performance Systems Capabilities of the Operational Outstanding True North The Four Levels of Process Design Team Assignments – Gemba Kaizen
  3. 3. Introduction This training is based on work developed by Dr. Steven Spear, formerly of the Harvard Business School and in association and collaboration with TOYOTA and the BAMA Education Committee. Dr. Steven Spear wrote his doctoral thesis based on working at TSSC for Mr. Hajime Ohba and data gathering at over 30 manufacturing sites in the USA and Japan. His experiences and insights were summarized in his HBR articles “Decoding the DNA of Toyota Production System”, “Learning to Lead at Toyota” and “The Essence of Just in Time, Productivity, Planning, and Control”. Author: Chasing the Rabbit, (2009) The High-Velocity Edge: How Market Leaders Leverage Operational 3 Excellence to Beat the Competition (2010)
  4. 4. Toyota’s Performance vs. Big 3 Profits are greater than all major competitors combined (20062009) Passed Daimler Chrysler as the No.3 automaker and seller of automobiles in North America. Surpassed Ford as No.2 and later GM as No.1 automaker in worldwide sales Toyota opened up two new plants in North America, San Antonio, TX and Cambridge, ON, and announced a third new plant for Blue Springs, MS. GM, Ford, and Chrysler continue to close and idle plants in North America and in Dec 2008 requested government support in order to survive the economic downturn.
  5. 5. Why has Toyota been so successful? Why has Toyota been successful in its application of TPS? Why have others failed despite Toyota’s openness to share its practices? Is there a secret ingredient to the Toyota Production System that Toyota hasn’t shared with others? Is their success due to cultural differences between Japanese and others?
  6. 6. Why do others fail? Failure Mode 1: • Copy Lean tools only without making work self-diagnostic Failure Mode 2: • Workaround problems even when they are recognized Failure Mode 3: • Don’t share systemically what has been learned locally Failure Mode 4: • Don’t develop the capabilities of others to design work, improve work, and institutionalize new knowledge Failure modes identified in an actual internal problem solving report (A3) by Toyota Production System Support Center
  7. 7. The Toyota Temple
  8. 8. The Toyota Temple Most Western Organizations have concentrated their efforts for TPS deployment on this pillar The Continuous Flow of Material and Information is essential to TPS. Flow is established using traditional LEAN TOOLS: •Continuous (1 piece) flow •Takt Time •Kanban Pull System •Heijunka Scheduling FLOW: A LOT of hard work to establish; required discipline to sustain.
  9. 9. The Toyota Temple Leadership Requirements Requires the ENTIRE organization be transformed into problem solving experts Engages the expertise of a few KEY people
  10. 10. The Fallen Temple Google results for info on Just in Time vs. Jidoka A difference of almost 50,000 to 1! •Just in Time • Continuous Flow •Takt Time •Pull System Leveling Standard Work Kaizen
  11. 11. Since people make things, work must begin with developing people... - Eiji Toyoda
  12. 12. TPS : The Shop Floor Stuff  Being able to support the Jidoka pillar requires people with the right capabilities at the right place at the right time.
  13. 13. TPS : The Shop Floor Stuff
  14. 14. Capability 1 : Design work to see problems
  15. 15. Capability 2 : Swarming problems when they occur
  16. 16. Capability 3 : Sharing knowledge where it is created
  17. 17. Capability 4 : Leaders train, coach, assist, & teach
  18. 18. When former Toyota Motor Manufacturing North American president Atushi (Art) Niimi was asked about his greatest challenge when trying to teach the Toyota Way to his American managers, he responded: “They want to be managers, not teachers.”
  19. 19. Capabilities of the Operationally Outstanding
  20. 20. Reasons for Toyota’s Success All work is highly specified as to content, sequence, timing, and outcome. Every customer/supplier connection must be direct, and there must be an unambiguous and specified way to send requests and receive responses The pathway for every product and service must be specified, simple, and direct Any improvement must be made in accordance with the scientific method, under guidance of a teacher, at the lowest possible level within the organization. 20
  21. 21. Characteristics of a TPS Organization All work is designed so best practices are captured and problems are evident immediately Problems are immediately addressed, both to contain their effects from propagating, and to trigger problem solving Knowledge generated locally becomes systemic through shared problem solving The most senior management has to own the capability development process.
  22. 22. The FOUR Levels of Process Design 1. 2. Defining objectives/outputs for the system Creating pathways by assigning responsibilities 3. Connecting adjacent nodes on the pathway 4. Designing individual work activities
  23. 23. Capabilities of the Operationally Outstanding
  24. 24. Capabilities of the Operationally Outstanding Summarized
  25. 25. C1 – Why is Proper Categorization of (S,P,C,A) Essential?
  26. 26. C2 – Problem Solving
  27. 27. True North (Ideal State) On Demand, Immediate 1. – – Pull 0 Lead Time 1 by 1 2. – – Batch Size of 1 0 Changeover Time DEFECT FREE NO WASTE, LOWEST COST 3. 4. 1. 2. 3. 4. 5. 6. 7. Over Production Inventory Defects, rework Motion (Non Value Added) Waiting Conveyance, material handling Processing SAFE 5. – – – Physical Professional (job stability, security) Emotional (fear, threats) When making a change in direction, check your compass. Are you heading True North?
  28. 28. C3 – Share Knowledge
  29. 29. C4 – Leaders are Teachers
  30. 30. C4 Leader Skills and Characteristics
  31. 31. Team Assignment – Gemba Kaizen  Overview   Time:   Go and See to understand TPS 4 levels of Process Design: System (output), Pathway (responsibility), Connection (handoff), Activity (method). 1 Hrs Including Debriefs Details   Observation Exercise – As individuals select a location within our host to observe activities. Remain at this location to observe 4 levels of process design, abnormalities, and work arounds. (Silent Observation, No Talking!) Use “Countermeasure Worksheet” and document Kaizen ideas and suggest rapid experiments for improvement    Return to Room Output:    For each idea, the Countermeasure form must be completed up to “expected outcome” PRIOR TO any experimentation (changes), otherwise you’re tampering! Each Team will discuss which of the 4 Levels of Process Design they observed, and if the problem was lack of pre-specification, abnormality to prespecification, or a gap to the ideal state. Discuss your proposed Kaizen or improvement, how you would test your hypothesis and what the expected result would be. I will ask Claudia to share our results with our host
  32. 32. Focused Problem Countermeasure Sheet
  33. 33. About the Speaker   Nick Ruhmann is a Lean Sensei and Six Sigma Master Black Belt for BD Medical, Diabetes Care. Prior to entering the medical device industry in January 2010, he spent the previous 12 years working for a major Tier I supplier to various OEM’s including Toyota. Nick’s career has included functional and managerial positions across R&D, Product Engineering, Operations, Process Engineering, Quality, and Global Supply chain http://www.linkedin.com/in/nruhmann78

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