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

2. 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

3. 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

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

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

7. 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

8. 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”.

9. 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

11. 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

13. 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.

14. 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

15. 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

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

18. 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

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

21. 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

22. Deming and Total Quality Management Gerald J. Hasselman Ed. D

24. What is Total Quality Management? It is a management philosophy that seeks to integrate all organizational functions to focus on meeting customer needs and organizational objectives. -Hashmi

25. What is TQM simplified? Increase business Reduce losses due to wasteful practices Improve customer service

26. How does an organization do this? “You must learn what quality “is” and produce it every hour or every day”

27. History of TQM Developed by Edward Deming after World War II Japanese adopted it 1950s Gained popularity in U.S. in 1980s Today Ford, Toyota, and Motorola use this approach.

28. The Objective Do the right things, right the first time, every time!

29. Deming’s 14 Points 1.Create a constancy of purpose 2.Adopt the new philosophy 3.Eliminate the need for inspection 4.Minimize total cost 5.Improve the system of production and service 6.Have “on the job” training 7.Institute leadership

30. 14 Points continued… 8. Drive out fear 9. Break down barriers between departments 10. Eliminate slogans asking for zero defects 11. Eliminate quotas 12. Remove barriers that prevent workers from enjoying their work 13. Institute a program of self-improvement 14. Get everyone on the same page

31. Principles of TQM Management Commitment Employee Empowerment Fact-Based Decision Making Continuous Improvement Customer Focus

32. Translation to Education J.J. Bonstingl – Wrote “The Quality Revolution in Education” – “TQM provides the guiding principles needed for education reform” – Outlined the “Four Pillars of Total Quality Management”

33. The First Pillar An organization must focus primarily on its suppliers and customers. Teamwork and collaboration are essential.

34. The Second Pillar Total dedication to continuous improvement both personally & collectively No human should ever evaluate another. – Emphasizes self-evaluation

35. The Third Pillar Recognition that the organization is a system & its work is an ongoing process. – If something isn’t working, it is a system problem (not a employee problem). – To improve the system, improve the processes.

36. The Fourth Pillar The success of the system is the responsibility of the administration. To be successful, leaders must: – Redefine the role & purpose of schools – Plan leadership training – Address the attitudes & beliefs of staff – Make data-driven decisions

37. In Conclusion “TQM is a philosophy of management which institutionalizes planned and continuous improvement, assumes that quality is the outcome of all activities that occur in the organization, that all employees have to participate in the improvement process, and that organizations need both quality systems and a quality culture.” -Deming

38. Transactional and Transformational Leadership Gerald J. Hasselman, Ed. D

39. Transactional Leadership “…in transactional leadership, leaders engage in a relationship for the purpose of exchanging valued things…” - Burns

40. “Transactional leadership is an exchange process or problem intervention relationship and correlates with the traditional command and control styles of management.” -Bass

41. Bass adds-”…transactional leaders provide rewards when merited, encourage individual self-interest and attempts to align self-interest with the organizational goals…”

42. …leaders and followers are conscious of each other’s power and usually pursue their own purposes and goals by forming temporary relationships to benefits themselves…”

43. “Transactional leadership employing exchange relationships between followers and leaders using concessions, negotiations and accommodations to manipulate and integrate social variables…

44. Transactional leaders motivate followers by exchanging rewards for services rendered- do want I want and you’ll get additional teaching supplies

45. Transactional leaders pursue a cost benefit economic exchange to meet the followers needs in return for the followers doing what the leaders is seeking to accomplish

46. Three components of transactional leadership 1.Contingent leadership-I will give you want you want if you do what I want 2.Active management-high level of vigilance to ensure that standards are met. Correction is used when needed. 3.Passive management-leaders fail to intervene until a problem becomes serious

47. What is Transformational Leadership In 1978 James McGregor Burns developed the idea of transformational leadership. He described transformational leadership as a process by which leaders and followers raise one another to higher levels of morality and motivation.

48. Working with Burns’ definition, Bernard Bass in 1985 researched transformational leadership. His research stated that transformational leaders motivate followers by appealing to strong emotions regardless of the followers. Bass listed an example as the Rev. Jim Jones of the Jonestown massive suicide.

49. Transformational leadership is… a process in which the leader takes action to try to increase the awareness for what is right and important

50. Sergiovanni proposed that “…transformational leadership be capable of enhancing the ability of members of an organization to realize their vision and achieve their goals…”

51. …further he adds”…a moral dimension to leadership that allows for the creation of a covenant of shared values, commitment and vision that can move members to develop an effective and successful organization…

52. …transformational leadership is really an expansion of the transactional leadership that simply goes beyond simple exchanges and agreements…

53. …transformational leaders are proactive leaders that raise the awareness of the followers about inspiration, collective interest…they seek to help followers to achieve unusually high achievement and performance…”

54. Kenneth Leithwood, in 1992, found that transformational leaders pursue three fundamental goals.

55. Three goals of transformational leadership 1.Helping staff develop and maintain a collaborative, professional organizational culture 2.Foster employee development 3.Help employees solve problems more effectively

56. Transformational Leaders are… PROACTIVE

57. Other characteristics of transformational leadership. Going beyond individual needs. Focusing on a common purpose. Developing commitment with and in the followers.

58. How do transformational leaders work?

59. How transformational leaders function in an organization. 1.Idealized influence- build trust and respect and are seen as charismatic 2.Inspirational motivation-belief that together we can solve all problems 3.Intellectual stimulation-addressing problems with new and creative thinking 4.Individual considerations-paying attention to each person’s need to achieve an grow

60. Transformational leaders are skilled at inspiring and motivating staff to reach their potential.

61. In addition, good leaders strengthen self-esteem throughout the organization and can leave behind them a culture where transformational leadership style is embedded and continues to produce results.

62. A transformational leader attribute their own power to better interpersonal skills, hard work, networking and inspiration. They believe that leadership is individual consideration, intellectual stimulation and inspiring followers to raise their own level of self-awareness and achievement.

63. KEY POINT While many believe that transactional and transformational leadership are at opposite ends of a leadership continuum—effective leaders must be able to exhibit both types of leadership depending on the situation.