Improvement Seminar

I. WELCOME AND PLANT TOUR

II. Hoshin Kanri – Dynamic strategic planning.

Introduction.

• Lean Manufacturing, TPS & The Toyota Way
• Differences in traditional operations versus lean operations
• Role of leaders in a tight organization

Lean Leadership System: process of implementing strategies in 6 steps. Evaluation – Determine “Current status – Future state and gaps to be addressed”

• “Purpose of the plan” and power of the why – True North – Values, vision, mission, roles and responsibilities of each level
• Main problems and needs for: client (customer satisfaction survey), market, company, competition, economic and social trends, as well as legal issues
• Management and corporate needs and / or corporate headquarters
• Our plant coming changes, expansion, new equipment of products, etc. What strategic objectives should we achieve in the next 5 years?
• Key trends in performance indicators
• Current status of these metrics and ID gaps (type and value), as well as best practices

Connection to the Lean Management system and Enterprise Management Development System (EMDS)

• A new role for the “Leader of Next Generation”
• Process KPI
• Standardized work leader
• Lean Leadership “in the work development model”
• PDCA – Discipline and responsibility

Exercise: create the strategic plan: prioritize and select “key elements of lean”

• Create a plan and schedule for strategies to implement
• “Key Lean Element” Assign members and “lead” for each Strategy
• Plan the activity “Catch-ball” to “eliminate” and the cascade plan

III. EMDS: Business management development system. For the daily / weekly / monthly / annual effectiveness of the entire organization.

General Elements of EMDS

• Connection with Hoshin Kanri, Strategic Planning.
• Operating the PDCA strategic cycle of Operation and Learning.
• EMDS as effective deployment of Strategies at all organizational levels.
• Chalkboards, Standardized Work of Leaders,
• Accountability Meetings, Discipline

Operation Management Boards

• The 5 pillars: Safety, Quality, Delivery, Cost, Human Development.
• General Structure of the Chalkboards
  o Main KPI’s
  or Sub-KPI’s
  o Process KPI’s
  o Strategic Actions
  o Operational Actions
• Types of Chalkboards and number of Chalkboards
• Importance of the balance of the frequency of KPIs along all the boards, as an element of Strategic and
• Operational execution in daily activities
• Exercise: Design of an EMDS Board

Standardized Work of Leaders

• Standard, Standardization, Standard Work.
• Standard Work Objectives
• Standard work balanced at all levels
• Standard Leaders Work Format
• Minimum elements of a Standard Work of Leaders
• The Standard Work of Leaders as a tool for Supervision, Development and Improvement of Personnel
• Exercise: Design of a Standard Work of Leaders

Accountability Meetings (Tier Meetings)

• Objectives of the Accountability Boards
• Minimum and maximum content
• Importance of speed in the meetings
• Balance between Operational and Strategic issues
• Characteristics of the Accountability Boards
• Synchronization between the boards at all organizational and interdepartmental levels
• Exercise: Design of Accountability and Content Meetings, for different pillars across several departments.

Discipline

• Discipline: Cultural or Structural?
• Importance of Discipline
• Role of the Leader in Discipline
  PLANT TOUR: HOSHIN KANRI AND EMDS APPLICATIONS ON THE PLANT

IV. Toyota Kata. Expand knowledge and organizational learning processes to better results.

Focus on Education

• General description of Lean, Kata and Brain Science
• Kata improvement: the challenge
• Improvement Kata: current state analysis
• Introduction of the project
• Group work: current state analysis
• Present group Current status analysis
• Improvement kata: first objective condition
• Group work: define the first objective condition and identify obstacles in the storyboard
• Kata improvement: PDCA cycles
• Networks

Focus on Challenges

• Go to the floor to execute the first experiment
• Complete storyboard: first experiment
• General description of Coaching Kata
• Training cycle in front of the group
• Training cycle with your team
• Go to the floor to run the second experiment
• Fill storyboard-2nd experiment
• Training cycle with your team
• Go to the floor to execute the third experiment
• Training cycle with your team
• Go to the floor to execute the fourth experiment
• Complete storyboard-4th experiment
• Training cycle with your team
• Go to the floor to execute the fifth experiment
• Complete storyboard-5th experiment
• Final presentation to the host administration
• Reflections on learning