Daily Management Development System
Establishing the Framework for Strategy Deployment (Hoshin Kanri)
14 Iunie, Timișoara
Go beyond the “typical” Lean Implementation
Most companies embarking on a lean journey soon become frustrated with improvement events and isolated projects that yield great short-term results but have no sustainability and no major innovation.
They are searching for something more: the culture that goes beyond “just managing” continuous improvement.
In this program we address the top factors that will take you “Beyond Lean” and out of the Improvement Trap.
Key benefits
- Learn by doing: Alignment of the organization’s goals and activities both vertically and horizontally”
- Creating, Implementing and Measuring key performance metrics and targets in the areas of Safety, Quality, Delivery and Cost (SQDC).
- Establish foundation for Strategy Deployment (Hoshin Kanri) cascade and driving people development and continuous improvement.
- Hands on development of selection of Hoshin “Breakthrough Focus Items”
- Learn how to set up the framework for daily management system to engage every level of management and team members towards driving business results
Hands On – Gemba Workshop at Host Company
Real Problem Solving
Identify & solve the main opportunities aligned to the Hoshin (Company Strategy)
Group Discussion
Share experiences with managers from different industries and background
Shop Floor Exercises
The training is based in a real project environment in the host company
Training Lenght:
24 Hours (3 days)
Recommended Industries
Manufacturing Companies: Automotive, Electrical/Electronic, Pharmaceutical, Food & Beverages, Printing, Plastics, among others.
Who should attend?
CEO, President, Vice-Presidents, Executive Leaders, General Managers, Lean Leaders, and anyone facilitating change within your organization who understand the importance of going beyond tools to creating effective management systems and processes in order to set the basis for creating a sustainable lean culture.
PARTICIPANTS OPINION
TRAINING AGENDA: BODY OF KNOWLEDGE
- Confirm True North – Cascade
- Group Exercise: Everyone on the same page for True North
- Why – Mission , Purpose
- How – Values and Operating System
- What – Vision and True North Goals
- Philosophy and Beliefs
- Roles and Responsibilities for each Level
- Servant Leadership in action
- Job Security Philosophy
- Roles and Responsibilities for each Level
- ID “Current State” of Lean Culture and ID Gaps in relation to
- foundations of DMDS:
- 5-S, Standardization, Training Method, Visualization
- Value Stream Organization and Management Structure
- Exercise – each team report out “Current Situation” of their Lean Work Systems
- Gemba Exercise to ID “Current State” of Lean Culture and ID Gaps in relation to foundations of DMDS (5-S, Standardization, Training Method, Visualization, Value Stream Organization & PDCA). Large group will break into sub groups for each corresponding KPI Pillar
- Check Action – each team report out “Current Situation
- Key Performance Indicators
- Enterprise – Business and Financial
- Vertical Cascade – Tiered approach “Pillar” KPI’s
- Horizontal – Functional Support Indicators
- Main, Sub and Process KPI’s
- Group Exercise: Recommend KPI Structure for all three levels of the organization. Include all pillars of Safety, Quality, Service/Delivery, Cost and People (other)
- Recommend Enterprise Wide KPI (and/or Main KPI)
- Recommend Vertical Cascade KPI’s – Main – Sub and Process
- Executive
- Manager
- Value Added Level
- Systematic Problem Solving at all level
- Executive to Value Added Member
- Boulders, Rocks and Pebbles
- Lean Leader Standardized Work
- Group Exercise – Develop Role and Responsibility and “Leader Standardized Work” for each Level of Leadership
- Daily Huddle Standardized Work Enterprise – Business and Financial
- Idea Implementation and Escalation & Problem Solving Teams
- Strategic, System and Daily (Boulder, Rock and Pebble)
- Check status of these three levels “at the gemba” for all levels and all pillars
- Group Report Out – Three Level Problem Solving
- Group Exercise – Develop Role and Responsibility and “Leader Standardized Work” for each Level of Leadership
- Daily Huddle Standardized Work
- Selection, On-boarding, Training and Development, & Engagement Processes for Lean Management System
- Linkage to Performance Management, Evaluation, and Company Performance Award
- Leadership Follow Through – Discipline, Accountability and PDCA
Wrap up, debrief and next steps action plan
Instructor
Jeff Strabala
Strategy & Operations Management Expert
Jeff worked for Toyota for over 21 years; his extensive experience is based in Operations Management in Toyota North America as Manager and internal consultant.
Jeff was member of the Leadership team for the launch of two “Greenfield” automotive plants and subsequent plant capacity expansions valued in $4.2 billion USD. During his tenure at Toyota, Jeff also spent 3 years of “internal consulting” with improvement projects at Toyota and Tier 1 suppliers plants adding value related to safety, visual and floor management, strategic planning, people development and financial controls.
Project General Manager (Consultant) – Toyota OMDD
- Internal consulting position, Investigation, Analysis, and Improvement of floor operations applying core Toyota Production Systems tools.
Vice President – FIC America Corp
- Led Supply Chain, Conveyance Operations, Project Planning, Production Control, Human Resources, IT, Accounting and General Affairs/Purchasing teams for 2-plant manufacturing operation in Automotive Tier 1 supply.
- Systems and Processes put in place reduced plant Overtime 25%, while simultaneously reducing delivery delays & errors 80% saving over $3million annually.
Project General Manager – Toyota North America.
- Improved Safety Systems for Toyota’s MS manufacturing plant through active initiatives to educate plant personnel revise and introduce new programs, establish management accountability through daily reporting and monthly performance meetings, introduced gated safety management process that reduced TIR by 50% within 6 months.
- Developed, Validated comprehensive [all functions] Safety Metrics during 2013 New Generation Corolla launch, resulted in improved safety KPI during launch, Metrics, tracking and reporting adopted in North American Region.
Assistant General Manager-Toyota
- Responsible for Plant Manufacturing Operations, member of Executive Team,
Primary responsibility for Production Control, Supply Chain & Logistics, Project Management for 8 Model changes, Plant Manpower Productivity planning and reporting. - Supported Toyota Production System training and application, and Visual Management (FMDS) roll out at TMMBC, management Mentor.
Manager, Production Control – Toyota (TMMBC & TMMI)
- Production Control Planning & Coordination of Operations for Toyota truck factory with multiple product lines 2000 -2003.
- Additional collateral duties involved management of TMMI Corporate Strategy and Reporting, TPS Training Group, Manpower Planning and Productivity group.
Manager Accounting & Finance, Toyota TMMI
- Started up Accounting & Finance operations for Greenfield Toyota plant in Indiana, responsible for accounting, internal and government compliance, budgeting and cost reduction efforts.
Academy Background:
University of California, Los Angeles – Bachelor of Applied Science (BASc), Systems Engineering
University of Southern California – Marshall School of Business – MBA, Operations and Venture Management.
