David Devoe Tps Training Presentation Aug 2010

Management Overview of TPS Training Modules
This presentation is based on TPS training material received during a 3 month study
in 2006 of the Toyota Production System hosted by Toyota Industries Corporation
(TICO) headquarters in Kariya, Japan. Logistics & Forklifts Takahama Japan.

My TPS training facility; Logistics & Forklifts is located in
Takahama, Japan. L&F is the largest facility of its kind in
the world manufacturing small lot production using the TPS.
From September 2006 to April 2007, I developed and
delivered a package of 10 TPS Training modules to 424
employees (senior management, managers, supervisors, salary & 330,000 sq m,10 major buildings
hourly staff) of Raymond Industrial Equipment, Brantford,
Ontario.
My TPS Basic training package was presented to the RIE
Operating Committee (11 memebers) in September of 2006.
Each group of 10 –12 employees received 5 hours of TPS
philosophies, tools, methods, & techniques training and 5
hours of hands-on TPS training using bolt and nuts.
Additional TPS training modules have been developed
and presented.
David Devoe Lean.for.6S@gmail.com

Lessons “to be” Learned
• Replace any team members who do not want to participate or
who are not willing/open to change.
• Insure accountability at all levels – do not miss any scheduled
events or activities -
• Communicate, Communicate, Communicate – show hourly, daily,
weekly, monthly results – Visual displays -
• Get as many people interested in training and participation
• Deliver “Quick Hits” early and often
• Do Not let outside consultants lead, do the
project work or let leaders abdicate the
responsibility to lead.
• Top Management must support the TPS

TPS Basic Training Activities 2006
Master TPS Training Pie Chart
Schedule showing percentage of
Employees Trained
Management 2006 = 268
Committee
training dates
2007 = 156
TOTAL = 424
TPS Training TPS Training Modules
Schedules
Day & Aft. Mod 1 Intro to TPS
Shift (Employee & Salary)
Mod 5S
Nut & Bolt Demo
Mod 7 Applications
Mod 2 Muda
Mod 3 S.W.
Mod 4 Kaizen
Mod 5 Jidoka
David Devoe Mod 6 J I T
Lean.for.6S@gmail.com David Devoe Lean.for.6S@gmail.com

Module 1:
Introduction to the Toyota
Production System (TPS)

Staff Overview


Agenda – Goals
( 40 slides = 80 minutes)
• TPS Terms used in this Module
• Introduce the 14 Toyota Management
Principles
• Introduce TPS
• Discuss the TPS Management
Philosophies
• Introduce TPS Problem Solving tools
• Key terms review


Module 2:
DISCOVERING MUDA

The First Step To Raising Efficiency

TPS


Agenda – Goals
(20 Slides = 40 minutes)
• Quick review of the TPS Management
Philosophy regarding Muda.
• Introduction to the types of Waste.
• Introduction to the types of Muda.


Module 3: 5S and Standardized Work
The House Toyota Built
5S
Operational Excellence
• Best Cost, Quality, Delivery
• Empowered employees
• Customer focused culture
Standardized
Work Just In TPM Kanban Jidoka
•Built-in quality
Time SMED 5S 3P
•Poka yoke
•Takt Time •5 Why
•Harmony of
•One-piece Flow
Visual Controls man & machine
•Downstream Pull

Heijunka
Standard •Averaged daily volume & mix
Kaizen

Work •Smooth production schedule

Agenda – Goals
(24 Slides = 45 Minutes)
• Review of 5S
• Understanding Takt Time and Cycle Time
• Standardized Work


Module 4: KAIZEN

• Customer focused culture Kaizen
Just In TPM Kanban Jidoka
•Built-in quality
Time SMED 5S 3P
•Poka yoke
•Harmony of
•One-piece Flow
•Downstream Pull

Heijunka
Standard •Averaged daily volume & mix
Work •Smooth production schedule Kaizen

Agenda – Goals

• Introduce goal of Kaizen
• Discuss purpose of Kaizen
• Discuss elements of Kaizen programs


Module 5: Just in Time
Just In • Best Cost, Quality, Delivery
Time • Customer focused culture

•Built-in quality
Time SMED 5S 3P
•Poka yoke
•Harmony of
•One-piece Flow
•Downstream Pull

Heijunka
Standard Work
•Averaged daily volume & mix
Kaizen
•Smooth production schedule


Agenda – Goals
(29 Slides = 60 Minutes)

• Introduction of the goals of Just in Time
• Discussion of purpose of JIT
• Overview of the elements of JIT
– Introduction to Kanban


Module 6: Jidoka

Jidoka
• Customer focused culture

•Built-in quality
Time SMED 5S 3P
•Poka yoke
•Harmony of
•One-piece Flow
•Downstream Pull

Heijunka
Standard Work
•Averaged daily volume & mix
Kaizen
•Smooth production schedule


Agenda – Goals

• Introduce the goals of Jidoka and discuss
its purpose
• Compare and contrast Jidoka and
Automation
• Share examples of Jidoka
• Introduce other TPS supporting
concepts and additional tools
• Discuss Toyota key performance
indicators (KPI’s)


Module 7: TPS Applications • Staff Training
Part II
TPS Relationship Map
Standard Work
Key concepts
(g)

Foundations
(h) (i) (k)
Continuous High
Goals Visualization Jidoka Q
Improvement Quality
(e)

(f)

(j )
Accurate Leveled
Forecast Production
Lowest
C
(a) (m) Cost
(d) (l)
Waste
Just-In-Time
Reduction
(c) (n)
(b) Shortest
D
Lead Time


Objectives – Goals
(45 slides = 90 minutes)
To develop staff managers to successfully lead
change within their respective areas:
– Relate concepts to TPS applications
– Relate organizational relationships between
processes
– Manage implementation of these
processes in their work areas
– Complete activities that support the
implementation

Module 8: Supporting Project Plan
Defect Free
Production
Kaizen
Operational Excellence Champions
• Customer focused culture Error Proof

Standardized
•Built-in quality
Work In Process Time SMED 5S 3P
•Poka yoke
•5 Why
•Takt Time •Harmony of
•One-piece Flow
Root Cause
Takt Visual Controls man & machine
Analysis
•Downstream Pull
time

Reduce Heijunka Andon
Cycle •Averaged daily volume & mix
time Standard
Work •Smooth production schedule Kaizen

Standardized
Eliminate Bottleneck Operations
Work

Agenda – Goals

• Review TPS Reporting Structure KPIs
• Share proposed Organizational Structure changes
• Review project phase implementation plan
• Review change management elements
• Review supporting communication plan


TPS Hands-on Exercise
Basic Concept of the Toyota Production System
Push/Pull Production Learning from Assembling
Bolt and Nuts
40 slides = 60 minutes
4 rounds hands on exercise = 240 minutes

Toyota Industries Corporation


Training Expectations

1. Demonstrate 2 different production styles
a. Push Production System
b. Pull Production System

2. Complete cost/profit analysis for each
style including JIT
3. Create expanded knowledge of TPS
4. Implement KAIZEN (improvement) ideas
5. Have fun in the process


SUMMARY of TPS Basic Training Slides Minutes
Introduction to the Toyota Production System (TPS) 40 80
Module 2: DISCOVERING MUDA 20 40
Module 3: 5S and Standardized Work 24 45
Module 4: KAIZEN 24 45
Module 5: Just in Time 29 55
Module 6: Jidoka 17 35
Push/Pull Production Learning from Assembling Bolt & Nuts 40 60
4 rounds of Hands–on Learning 240
Additional TPS Training
TPS Detailed Element Summary Sheet Training
Hands-on exercise 8 Hours
Standardized Work HOW TO ? 63 120
Standardized Work – WHY ? 23 45
Total Quality Management TQM 94 180

TPS Detailed Element Summary Sheet Training
Hands-on training exercise
Purpose of Training: 104 slides = 8 hours
• To Learn ”how to” make the Detailed Element Summary Sheet
(DESS)

• To Understand the basic ”purpose” of TPS Standardized Work
Book

• Review the TPS Tools for making a Kaizen story
such as:
Correction and Information Log Sheet
Standardized Work Combination Table
Standardized Work Chart
Detailed Element Summary sheet
Change Point Tracking Sheet David Devoe Lean.for.6S@gmail.com

Quality Control Philosophies


Total Quality Management
TQM


Table of contents
1. Activities, Philosophies, and Quality definition
2. What is TQM
3. Perspectives and Viewpoints of Quality
Control
4. Summary


Standardized Work
HOW TO ?


Objectives
• Relate standardized work strategies to primary and secondary
TPS tools
• Identify and explain the tools and processes used to create
Work Instruction Booklet
• Review standardized work instruction process and tools
• Analyze a sample work area to eliminate waste
• Complete a standardized work analysis on a given area using
the tools provided


Standardized Work - WHY



Objectives
• Define what standardized work is
• Discuss the differences between traditional work standards
and standardized work
• Define how standardize work benefits the area
• Discuss considerations for implementing standardized work
• Discuss the focus, purpose, and elements of standardization
• Define the relationships between common types of standards


5s Basic Training



Objectives
• Provide an overview of 5s philosophy
• Explain the purpose and application of each of
the 5 steps
• Explain the implementation plan
• Explain the tools and procedures for managing
5s
• Define the roles and responsibilities


5S SUPPORT PROCESS
TRAINING


Objectives
• What is the Red Tag Process
• What does the Red Tag look like
• When is the Red Tag used
• What are the steps in the process
• What are the supporting processes for asset /
inventory removal
• What are the roles and
responsibilities for Red Tag processes


QUESTIONS
Lean.for.6S @gmail.com
Start your TPS Journey Today
6S (5S + Safety) 6σ (Six Sigma)
LEAN for SUCCESS

THANK YOU VERY MUCH

本当にありがとう

DOMO ARIGATO GOZAIMASU


David Devoe Tps Training Presentation Aug 2010

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