2. Keith Deibert
Manufacturing & Technology Solutions
Business Advisor
2329 N Career Ave
Ste 117
Sioux Falls, SD 57107
605-202-0641 (cell)
www.usd.edu/mts
Introduction & Bio
9. Lean Implementation
• Lean Companies
– Use Lean Tools
• Toyota Production System
– Create a Value Stream Map (VSM)
• Current State VSM
• Future State VSM
• Project Plan
– What
– When
– Who
• Metrics
10. Value Stream Improvement
& Process Improvement
Stamping Welding Assembly
Process Process Process Customer
Raw
Material
Finished
Product
18. Project Plan
Project: ACME Stamping Champion: Joe
Team Leader: Matt Ray
Team Members: Bill, Bob, Jill , Christi, Rickie, Robin , Mike
Item
#
Problem To Be Resolved Possible Solutions
Responsible
Party
Date
to be
completed
Progress Results
(Please Quantify)
1 2 3 4
1 1 S Plan, including Red Tag Matt/Christi Completed 1 2 3 4
1a 3 S Implemented Matt/Christi 31-May 1 2 3 4
2 Trim Table Reliability Robin 1-Jun 1 2 3 4
3 Oven capacity - not enough Rick 1-Jun 1 2 3 4
4 Paint capacity Dean 8-Jun 1 2 3 4
4a Paint Change Over Dean/Matt need date 1 2 3 4
19. Lean Implementation
• Project Results
– Great enthusiasm out of the gate
– Great initial progress
– Partial implementation of project plan
– Less improvement than predicted
– Reverts back over time to old ways
– Impact on culture not adequate
20. Lean Implementation
• Toyota Way
– Create a Value Stream Map (VSM)
• Set Target Condition
• Improvement Kata
• Coaching Kata
• Rapid PDCA cycles
21. Kata
• Kata (noun); The word stems from basic
forms of movement in martial arts, which
are handed down from master to student
over generations.
– A way of doing something; a method/routine
– A pattern
– A standard form of movement
– A predefined, or choreographed, sequence of
movements
A way of keeping two things in alignment or
synchronization with one another.
22. Where is the focus?
Nature of
people’s
actions at the
process
Process
outcomes Consequences
Means Results
A lot of
Toyota’s
management
focus is here
A lot of our
management
focus is here.
Production quantity
Quality
Cost
Productivity
Etc.
25. Moving Toward the Target Condition
Current
Condition
Target
Condition
It is easier to
set a target
condition…..
…than to roll up
our sleeves and
do the hard
work required
to achieve it.
26. Once Under Way….More details come clear
Current
Condition
VisionUnclear Territory
? ? ? ?
When you get here you
will know more.
Number One: Assume the Path is Unclear
28. Every Step a PDCA
No problem to small
to solve – dozens of
PDCA steps.
Many rapid cycles
of PDCA with
quick
understanding of
effectiveness:
PDCheckA.
Go and See
30. Improvement Kata is a mental model
Current
Condition
Target
Condition
Problems & Obstacles
? ? ? ?
Next
Step
Must be
understood
and
measurable
Must be
clear
Must be descriptive,
clear, measurable and
fixed in timing and
content.
32. The Improvement Kata and Coaching Kata
Mentor/mentee dialogue (the coaching kata) to
teach the improvement kata.
PDCA PDCA PDCA
PDCA PDCA PDCA PDCA
34. Steps of Toyota’s Practical Problem Solving
1. Pick Up the Problem: Problem Consciousness
– Identify the problem that is the priority.
2. Grasp the Situation (Go and See)
– Clarify the problem.
• What should be happening?
• What is actually happening?
• Break the problem into individual problems if necessary.
– If necessary use temporary measures to contain the abnormal
occurrence until the root cause can be addressed.
– Locate the point of cause of the problem. Do not go into cause
investigation until you find the point of cause.
– Grasp the tendency of the abnormal occurrence at the point of cause.
3. Investigate Causes
– Identify and confirm the direct cause of the abnormal occurrence.
– Conduct a 5-Why investigation to build a chain of cause/effect
relationships to root cause.
– Stop at the cause that must be addressed to prevent recurrence.
35. 4. Develop and Test Countermeasures
– Take one specific action to address the root cause.
– Try to change only one factor at a time, so you can
see correlation.
5. Follow Up
– Monitor and confirm results.
– Standardize successful countermeasures.
– Reflect. What did we learn during this problem-
solving process?
Steps of Toyota’s Practical Problem Solving
39. The Five Questions of a Coaching Cycle
1. What is the target condition? (The Challenge)
– What do we expect to be happening?
2. What is the actual condition now?
– Is the description of the current condition measurable?
– What did we learn from the last step?
– Go and see for yourself. Do not rely on reports.
3. What problems or obstacles are now preventing
you from reaching the target condition? Which
one are you addressing now?
– Observe the process or situation carefully.
– Focus on one problem or obstacle at a time.
– Avoid Pareto paralysis. Do not worry too much about
finding the biggest problem right away. If you are
moving ahead in fast cycles, you will find it soon.
40. 4. What is your next step? (Start of next PDCA cycle)
– Take only one step at a time, but do so in rapid cycles.
– The next step does not have to be the most beneficial, biggest, or
most important. Most important is that you take a step.
– Many next steps are further analysis, not countermeasures.
– If next step is more analysis, what do we expect to learn?
– If next step is a countermeasure, what do we expect to happen?
5. When can we go and see what we have learned from taking
that step?
– As soon as possible. Today is not too soon.
How about we go and take that step now?
(Strive for rapid cycles!)
The Five Questions of a Coaching Cycle
42. Beyond What We Can See
Current
Condition
Target
Condition
Unclear Territory
Next
Step
Improvement Kata + Coaching Kata = Toyota Way
Current
Condition
Vision
• 0 Defects
• 100% Value Added
• 1 X 1 Flow, in sequence,
• on demand
• Security for people
43. • Lean Training
• Do a VSM Door to Door
– Follow up with additional VSM/Kaizen projects
• Get Plan and Buy Loops in control
– Make sure they are effective
• Get Make Loop(s) in control
– Implement Prerequisites: 5S, Standard Work, Quick
Change Over, Stabilize processes
– Follow up with additional VSM/Kaizen projects
• Start the Lean Journey
• Toyota Way
What Do YOU Need to Do?
44. Keith Deibert
SD Manufacturing & Technology Solutions
605-202-0641
keith.deibert@usd.edu
www.usd.edu/mts
Contact Information
