To be defined

Improvement system for operations and scope of objectives through Management Coaching and Media Management.


The Leader: key piece in the results and sustainability of an organization. The most common challenges presented by the leaders are precisely in the main roles that need to be carried out every year and every day: dynamic alignment of the entire organization, effective management of the different areas of the business at all levels and the continuous development of both the processes as of the personnel, everything, to achieve the short-term objectives and the long-term sustainability.
The Lean Systems that every Leader in Toyota applies as a support and guide in their own way to success in their main roles are:

  • Hoshin Kanri – Dynamic Strategic Planning.
  • EMDS: Enterprise Management Development System. For the daily / weekly / monthly / annual effectiveness of the entire organization.
  • Toyota Kata. Expand knowledge and organizational learning processes to better results.
Entrenamiento Toyota Kata Infield WESTROCK Brasil

Entrenamiento Toyota Kata Infield WESTROCK Brasil

Posted by ALFRA Lean Advisors on Wednesday, March 29, 2017

Understand the characteristics of Lean Systems for Leadership and how they interrelate to facilitate the inter-connected work of all Leaders of any organization.


Understand, under a theoretical and practical method, each of the Lean systems and how they can be applied to each organization.


Know the Lean Systems for Leadership applied in a Company and share the challenges and benefits that come with its implementation and daily operation.


CEO, President, Vice Presidents, Executive Leaders, General Managers, Lean Leaders, and anyone who facilitates change within their organization who understand the importance of going beyond the tools for creating effective management systems and processes in order to to lay the foundations for the creation of a sustainable lean culture.


26th & 27th: HOSHIN KANRI

Improvement Seminar


II. Hoshin Kanri – Dynamic strategic planning.


  • 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 practicesConexión al sistema Lean Management y 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.

27th & 28th: EMDS

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: Cultural or Structural?
    Importance of Discipline
    Role of the Leader in Discipline

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


29th & 30th: TOYOTA KATA


  • 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


  • 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


Francisco Ocejo is leading Alfra Lean Advisors a Consulting firm with over 1,500 customers companies from 14 countries around the world. ALFRA Support companies Lean transformation from Strategic Planning, SCM, OPS, HR, Sales, Finance.

He has been learning, applying, and teaching the Toyota Production System in Canada, USA, Mexico, Latin America & Europe. He has taught and applied Lean from the senior management level to the operational levels closest to Gemba fro over 150 companies from  international corporations, to mid-size and small family businesses from diferent industry sectors such as: Service, Logistics, Aerospace, Automotive, Electronic, Bank, Ceramic, Education, Defense Electronic, Food & Beverage, Gas & Oil, Electric Manufacturing, and several manufacturing sectors.

Francisco is a Toyota Kata Ambassador and Pioneer to spread the Toyota Kata in Mexico, he has been applying TK with his colleague Dr. Jeff  Liker ( author of the best seller the toyota Way) and many other Coaches in companies with the hieghest TPS people development.

For over 5 years he has been constantly trained by the Best Seller “Toyota Way (800 hrs),” the Ex President of JV Toyota China Mr Shingo (360 hrs), and various Toyota top Management ( + 1000 hrs).

His best expertise is in: Coaching Toyota Kata, Lean Manufacturing ,Lean Office, Lean Culture and Business Transformation.

He is an Industrial and Systems Engineering at the Monterrey Technical Institute. He has taught classes for students in over 15 Universities, lecturing in various Congresses in Mexico. Certified as Black Belt Six Sigma at  Institution of Industrial Engineers, and the Theory of Constraints and Thinking Process at the EGADE of the Monterrey Technical Institute.

Francisco is a former  Celestica leader & manager of the Lean Culture Transformation, with BlackBerry (RIM), Palm, HTC as Principals customers, with sales of over 1 billion dollars. This transformation involved over 5,000 people.


Based on his broad experience, Gustavo is expert applying a suitable approach for Continuous Improvement needed on the different organizations from a Business results optic, becoming an effective Coach for Top Management and support for The Toyota Way roles. Gustavo has learned The Toyota Way directly from its Author, Dr. Jeff Liker, and has applied it on Gemba as a Team with many Executives from Toyota specialized on General Management, TPM, Lean Mfg Tools, and Supply Chain. Gustavo has taught the Toyota Production System at all organizational levels and has applied over 50 companies of different sizes: Lean Leadership Systems (Hoshin Kanri, FMDS, and 8-Step Problem Solving), Toyota Kata for development, Supply Chain Management, TPM, Lean Manufacturing tools (5S’s, SW, SMED, Jidoka, Poka Yoke, Heijunka, JIT, etc.), and Lean Office approach. On Six Sigma, Gustavo as Master Black Belt has trained and certified +500 Black Belts, Green Belts, and Yellow Belts. Gustavo has +20 years of experience on Continuous Improvement, Manufacturing, Process Engineering and Quality in large companies: Motor Wheel (Automotive), Kodak, Philips, Daltile, American Standard. He has +12 years of experience as Vice/President Staff as Continuous Improvement Director for American Standard México and Master Black Belt Champion for Daltile México. He has deployed programs that have achieved +$110 Million USD in savings with +3,000 projects on all departments: R&D, Engineering, Manufacturing, Maintenance, Quality, Logistics, Supply Chain, Sales, Marketing, Finance, HR, Energy. Over his 22 years experience, Gustavo has been exposed to many different organizations applying suitable Lean approaches on a variety of systems with diversity on leadership styles.


Coffee break & Lunch

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