Dr Pierre Masai is the VP Information Systems at Toyota Motor Europe. Discover his presentation from the Lean Digital Summit 2019. More Lean IT stories on www.lean-digital-summit.com

1. LEAN ORGANIZATION
FRAMEWORK
Dr Pierre Masai
Lean Digital Summit, Paris, 7 October 2019
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2. 2012 THE STORY SO FAR
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The Toyota Way in IT,
Lean IT Summit 23rd November
20142017
The Quest of One Piece Flow,
Lean IT Summit 16th October
Hoshin for IT and IT for Hoshin,
Lean IT Summit 15th March

3. LEAN: ORGANIZING THE CONCEPTS
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4. LEAN ORGANIZATION FRAMEWORK (LOF) ONTOLOGY
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5. THE LOF (TOP LEVEL CONCEPTS)
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THE LOF (TOP LEVEL CONCEPTS, MANGA STYLE)

7. NAVIGATE THE LOF LIKE A MAP
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• The LOF can be seen as a map
• Today, I will cover four journeys
• With practical examples
in our IS Organization.

8. THE FIRST JOURNEY
From Lean to Customer First to Genchi Genbutsu
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9. HOW GENCHI GENBUTSU DELIVERS CUSTOMER FIRST
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• 現地現物 Genchi Genbutsu
the actual place, the actual
thing
(go and see)
• Key method of Customer First:
See and feel problems
exactly as our customers do.
• Make sure we can take action
based on real facts.

10. THE SECOND JOURNEY
From Lean to Hitozukuri to Challenge
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11. DEVELOPING PEOPLE (HITOZUKURI) THROUGH CHALLENGE
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• 人作り hitozukuri
Develop great products needs
to develop great people
• Respect people by constantly
setting challenges that stretch
them
• Even better, by encouraging
everyone to set themselves
challenging targets

12. THE THIRD JOURNEY
From Lean to Kaizen to Problem Solving
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13. CONTINUOUS IMPROVEMENT(KAIZEN) THROUGH PROBLEM
SOLVING
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• 改善 Kaizen
• Prerequisite: standardization
• Key methods:
• Hoshin Kanri
• PDCA
• Problem Solving
• Hansei (reflection)

14. THE FOURTH JOURNEY
The view from Jidōka to Just in Time
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15. FROM JIDOKA TO JUST-IN-TIME
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• East of the map : Jidōka or Stop in Time. First pillar (Sakichi Toyoda):
Stopped Flow
• West of the map: Just in Time. Second Pillar (Kiichiro Toyoda): Pulled Flow

16. AGILE AND THE FIRST JOURNEY
From Lean to Customer First to Genchi Genbutsu
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17. AGILE IS CUSTOMER FIRST
But still individuals are
making the difference
• Ensure bringing value to customer
• Involve the end customer
• Deliver a common vision
We are guardians of
good implementations by
coaching
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18. AGILE IS SHORT TAKT TIME CLOSER TO CUSTOMER
It doesn’t make a project
easy
• It is continuous delivery
• Continuous involvement of customer
• Continuous release to production
It is another approach,
closer to the customer
needs
more adapted to our world
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19. AGILE MAKES CHANGES NORMAL FOR CUSTOMER
But are all those changes
normal?
• Hiding lack of vision
• Too short on project start
• Lack of ability to capture good requirements
Agile does the things right BUT
still need to do the right things
Lean = Hoshin + Agile
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20. EMPLOYEE ENTREPRENEURSHIP
AND THE SECOND JOURNEY
From Lean to Hitozukuri to Challenge
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21. IT GRADUATE LINE TRAINING
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# Description Observations
I Dojo Training Safety, Quality, Inspection
II Working on line Day Day Night Night Process ramp-up to 100%
III Shadow T/L, G/L Understanding of T/M, G/L roles
IV Presentation to EMC Line and Shop Managers
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
• Motivation towards Lean
• Human development
• Standardization
• Kaizen contribution
• Immediate communication
 Small Processes
 Standardized Procedures
 JES (Job Element Sheets)
 Training & Ramp-up
 Daily meeting
 Andon
 Communication screen
 Kaizen Award

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Give time to employees willing
to experiment ideas @ work
Empowered employees
to rapidly experiment @ work
Empowered teams to run
effective experimentations @
work
INNOVATION:MOTIVATION BY CHALLENGE

23. MANAGEMENT CHALLENGE AND
THE THIRD JOURNEY
From Lean to Kaizen to Problem Solving
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24. AGILE IS A MANAGEMENT CHALLENGE
Teams do not challenge
management enough
• Clarify impediments flow
• What visuals for management?
Board vs IT Tools
• How to involve top management
(like Hōrensō vs Genchi Genbutsu)
• Aggregated metrics like velocity for
top management: good or bad?
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25. DEVOPS AND THE FOURTH
JOURNEY
Continuous flow and continuous quality checking.
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26. DEVOPS DEMONSTRATES JUST IN TIME / JIDOKA TENSION
Devops accelerates value
delivery to customers via
code and configuration.
Check every change is a
good change:
• Function
• Performance
• Maintainability
• Security 26

27. THE DEVOPS SCORECARD
• Checking techniques for
each platform and
architecture
• Allowing us to devote our
human talents for quality
and maximum value.
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28. TO CONCLUDE
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29. LEAN IS MORE MODERN THAN EVER
Learning, doing, sharing
and coaching
Lean is a common
language from industry to
digital
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30. THANK YOU!
For much more information:
My PhD thesis at the University of Strasbourg
“Modeling the lean organization as a complex system” on
https://publication-theses.unistra.fr/public/theses_doctorat/
2017/Masai_Pierre_2017_ED269.pdf
@pierremasai
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