Wroklaw, Poland

2016 Lean Management Conference June 7 – 9, 2016

Toyota Kaizen Methods

Steps for Continuous
Improvement
Learning Session Outline
• Background
• 4 Types of Problem Situations
• Type 3 – Target State Improvement
1. Background
2. Current state definition
3. Current state analysis
4. Goals
5. Target State definition
6. Implementation plan
7. Check results
8. Follow-up & standardize
• Summary
Background - Lean / Toyota

Toyota Kamigo Kamigo Taiichi

Overhead Entrance Ohno

Precision & Machine Lower Volume & High Volume &

Intensive Higher Mix Lower Mix
Other Background - Work

www.artoflean.com
Other Background - Stuff
 TPS Development Timeline
Western Influences:
Taiichi
Mass Production & TPS Development Ohno
moving conveyor lines Loom Business Automotive Company

Scientific Principles 1902 1937 1950 1973 2016

Of Management

Standardization
Of Parts

Many Others….

Sakichi Kiichiro Taizo Fukio Eiji Fujio

Toyoda Toyoda Ishida Nakagawa Toyoda Cho

Various parties and key individuals

involved over a long period of time
20 th Century & Problem Solving
4 Types of Problem Situations
Toyota Supervisor Image

Rapid response to problems and “All Mighty” Supervisor Image

abnormal conditions by production 1. Safety
-Team Member 2. Job Ability
-Team Leader 3. Team Leadership
-Group Leader 4. Kaizen Skills / Problem Solving
-Manager 5. Technical Knowledge
-Plant Manager 6. Human Relations
4 Types & Benkei Analogy
Benkei 7 QC Tools Kaoru Ishikawa
1. Data Collection / Check sheets

2. Cause-and-effect diagram

3. Flow charts The term “7 QC tools” is named after

the seven tools of Musashibo Benkei
the famous warrior monk. Benkei
4. Histogram owned seven weapons which he used
to win all his battles. Similarly from
my own experience you will find that
5. Pareto chart you will be able to solve 95% of the
problems you face if you properly use
6. Control chart the 7 QC tools.

Professor Emeritus
7. Scatter diagram University of Tokyo
4 Types of Problem Situations
 Type 3 – Target State
Kaizen Methods
(Future) Ideal
Situation 改善方法

GAP Type 3 -
“Target State”

Acceptable (Current Normal

State) Situation Status

Type 2 - “Gap
GAP
from Standard”
問題解決
Problem Solving
Current
Situation
Shop Floor Management Board
Type 3 – Raise the Bar
PS vs TS Comparison
Thinking Patterns
You Can Target State (Kaizen) Anything!

• Products
• Processes
• Services
• Sports
• Metrics

But you have to think

and not just copy…
Value Stream Example

Multiple process flow depiction with emphasis on lead time reduction

Stamping Process SMED Example
Dedicated Press
Part A

Dedicated Press
Part B

Dedicated Press Flexible Press

Part C Parts A, B, & C

3 Dedicated Machines 1 Machine / 3+ Tools

No Flexibility Change Over Flexibility
Each 30% Utilization 90% Utilization
Make lots of inventory! Run more JIT style
Software Server Example

Same basic principle as

SMED in die
Unix exchange…
Linux
Key here is not the
time change over
Windows aspect but the
software ability to act
and host multiple
server types…

3 Dedicated Servers 1 Virtual Server

Each 30% utilized Now 90% utilized
No flexibility Flexibility
Stranded resources Less waste
Sports Simplification Example
35 seconds

20 seconds

Time reduction
Tempo enhancement
Alignment simplification
Multiple plays single formation
Target State Improvement Steps
Background Situation

Purpose:
Provide context
Bigger picture
Relevant information
Logic for next sections
Current State Definition
Dedicated Press Zero safety incidents
Part A, B, C 100% On-Time Delivery
<1% Scrap
Satisfied customers
No major problems…
Dedicated Press
Part D, E, F …However
 3 Dedicated Machines
 Each 30% Utilization
 Minimal Flexibility
Dedicated Press  3 Underutilized Operators
Part G, H, I  75 Minute Changeover
Goal Setting

3 Consideration Points: SMART Concept:

 From What Level  Specific
 To What Level  Measurable
 By When  Actionable
 Relevant / Realistic
 Time Bound
Goal Setting
Utilization Changeover Time
100 100
90 90
80 80
70 70
60 60
50 50
40 40
30 30
20 20
10 10

Current New Current New

Level Target Level Target

Improve utilization Reduce Set Up Time

From 30% to 90% From 75 Minutes to 10 Minutes
By July 15th, 2016 By July 15th, 2016
Current State Analysis
Dedicated Press
Part A, B, C Analysis – Break it down

Dedicated Press Quantify – Measure

Part D, E, F

Dedicated Press Detail – Get specific facts

Part G, H, I
Two Types of Thinking
Idea Generation
Brainstorming

Brainstorming is a group creativity technique by which efforts are made

to find a conclusion for a specific problem by gathering a list of ideas
spontaneously contributed by its members. The term was popularized
by Alex Faickney Osborn in the 1953 book Applied Imagination.

Four Rules:
1) Seek quantity
2) Suspect judgement
3) Free association / wild ideas
4) Combine and improve ideas
Osborn / SCAMPER Checklist
 Scamper Questions
Item Meaning Example Questions
S Substitute What can you use instead?
What components could change?
C Combine What can you add or put together?
What can be combined into one?
A Adapt What can meet other needs?
What can this also possible do?
M Modify / Magnify / Minimize What if you alter in some fashion?
What if you make it larger?
What if you make it smaller or lighter?
P Put to other uses What other uses might this serve?
How might it benefit somewhere else?
E Eliminate What can be eliminated or taken away?
What can be omitted?
R Reverse / Rearrange What if something was rearranged?
What if something was reversed?

Others concepts to consider:

Simplify?
Error proof?
Standardize?
Synchronize?
Lighter?
Faster?
Efficient?
5W & 1H Improvement Q’s
Set Up Reduction Time Analysis

Analyze Quantify Details

Set Up Reduction Time Analysis
Target State Definition
From: To:
Dedicated Press
Part A, B, C

Dedicated Press
Part D, E, F

Flexible Press
Parts A, B, C, D, E, F, G, H, I
Dedicated Press
On Demand / Any Sequence
Part G, H, I

3 Dedicated Machines 1 Machine / 9+ Tools

3 Operators 1 Operator
No Flexibility Change Over Flexibility
Each 30% Utilization 90% Utilization
75 Minute C/O 10 Minute C/O
Implementation Plan
What Who’s Due Expected Status Review
Item Responsible Date Outcome (June 25th IPR)
Eliminate bolts & Tom M. June Time savings of Complete. First trial showed
switch to clamps 20th 28 minutes 9 minute gain.
Preheat dies Jeff R. June Time savings of Complete. First trial showed
16th 22 minutes 10 minute gain.
First part quality
Standardize hoses, Kathy L. June Time savings of Complete. First trial showed
manifold 25th 8 minutes 11 minute gain.
connectors, &
quick disconnect
Create set up cart & Tom M. June Time saving of Complete. First trial showed
5S tool board 22nd 7 minutes 5 minute gain.
Alignment aids for Jeff R. June Work simplification & Confirmed easier die
die insertion 16th visual management insertion.
Create new work Kathy L. June Training document Not complete yet.
instructions 26th
Train all operators Kathy L. June Same result each shift Pending completion of new
across 3 shifts 30th work instruction.
 Check Results
% Utilization Min.
Changeover Time
100 100
90 Goal 90
80 80
70 70
60 60
50 50
40 40
30 30
20 20 Goal
10 10

Previous New Actual Previous New Actual

Level Target Results Level Target Results

Did not achieve goal yet. Successfully achieved goal.

Small gap or problem remains. Will focus on sustainment.
Follow up & resolve Follow up & sustain
Follow Up & Standardize
Type 3 – Target State Summary

Divergent
Creative
Synthesis
Requires change
Longer time
Greater span
Session Summary
• Type 1 & 2 Problem Solving: Defense
• Type 3 & 4 Problem Solving: Offense
• Type 3 Key Success Factors
Challenge, Courage, & Creativity
Openness to exploration
PDCA Loop iteration
Rapid experimentation
Learning by doing
• Good luck on your improvement journey!
Appendix