Kaizen and the Toyota Way Gerald J Hasselman, Ed.D.

KAIZEN BASED MANUFACTURING Tenacious Continuous Improvement – Methodology *Process identified and owned *Waste is measured *Data gathered to identify causes *Changes the way work is done – Operating Assumptions *People need to work together *Everyone has a customer – Means of Accomplishment *Knowledge and understanding – Pitfalls to Avoid *Structure without results 9- 5

Kaizen Management Everything can be improved. Problems are opportunities. “Status Quo” is a problem. Employee’s ideas are the source of improvement. Kaizen Steps: 1. Improve 2. Standardize 3. Stabilize 4. Repeat

STAGES OF TEAM DEVELOPMENT  Forming  Storming  Norming  Performing  Transforming 5-11

Kaizen Management Processing just what is needed, when it is needed, in the amount needed with the minimum people, equipment, steps and space.

THE TOYOTA WAY “We place the highest value on actual implementation….therefore, we ask …why don’t you just go ahead and try something…you face your own failure and you can simply correct those failure and redo it…by constant improvement or should I say improvement based upon action… one can rise to a higher level of practice.” Fujio Cho, President of Toyoda Motor Corporation

The Toyota Way “We strive to decide our own fate. We act with self-reliance, trusting in our own abilities. We accept responsibility for our conduct and for maintaining and improving the skills that enable us to produce added value”.

The Heart of TPS “Many good American companies have respect for individuals and practice kaizen and other TPT tools. BUT what is important is ;having all the elements together as a system. It must be practiced every day ion a very consistent manner-not in spurts-in a concrete way on the shop floor”. -Fujio Cho

Philosophy- Long Term Thinking Have sense of purpose that supersedes any short term decision making Generate value-evaluate everything the organization according to what it does to generate value Be responsible—act with self-reliance-trust yourself-improve the skills that help you add value

The right process will produce the right results Redesign processes to add value Link people and process so problems will surface quickly Stop when you find a quality problem The key is for continuous improvement processes and development of people.

Build a culture getting right the first time instead of spend the time and money to always be fixing problems Build into your system the capability of detecting problems Build a system to quickly solve problems Be willing to slow down to get it “right” the first time—this saves a lot of effort in the long run

Standardization is the foundation for continuous improvement and employee empowerment Build into your system the capability of detecting problems Build a system to quickly solve problems Be willing to slow down to get it “right” the first time—this saves a lot of effort in the long run

People and Partners Grow leaders who live the philosophy Respect, develop and challenge your people and teams Respect and challenge your suppliers

Grow leaders who understand the work and live the philosophy Grow leaders from within rather buying them from the outside Leaders must be role models of the organizations philosophy and way of operating Leaders must totally understand the organizations philosophy and operations so they can be a teacher of others

Problem Solving Continual organizational learning w/KAIZEN Go see for yourself to thoroughly understand the situation-(Genchi Genbutsu) Respect and challenge your suppliers

Leaders must go and see problems for themselves Solve problems and improve processes by going to the source and personally observe and verify the data Think and speak based on personally verified data and Even high level leaders need to follow this method so they will have more that superficial understanding of the problem and/or situation