Recorded webinar: http://slidesha.re/1fqHvei
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This is material from a webinar regarding the problem with tools-centric approaches to Lean transformation, and where the opportunities lie for a more successful journey.
Over the past two years we've begun to learn more deeply about what REALLY makes the Toyota Production System tick. We've learned that, while tools are necessary, they are not sufficient for creating a Lean enterprise. Leadership, culture, and problem-solving proficiency are common missing links that slow organizational transformation, creating the need to build new skills.
8. Toyota’s 4P Business Model
Where most
“Lean”
organizations
are
Problem-Solving
(Continuous Improvement &
Learning)
People & Partners
(Respect, Challenge, & Grow
Them)
Jeff Liker
The Toyota Way,
2004
Process
(Eliminate Waste)
Philosophy
(Long-Term Thinking)
8
10. Toyota’s 4P Business Model
The New
Frontier
Problem-Solving
(Continuous Improvement &
Learning)
People & Partners
(Respect, Challenge, & Grow
Them)
Jeff Liker
The Toyota Way,
2004
Process
(Eliminate Waste)
Philosophy
(Long-Term Thinking)
10
11. “We build people before automobiles.”
– Toyota Motor Corporation
May 2004
11
18. Everyone in the organization must practice PDCA
• Grasp a deep
understanding of the
current state.
• Set a target condition.
• Identify obstacles to
achieving target
condition.
• Select
countermeasures.
• Conduct miniexperiments.
• Implement the best
countermeasures.
Plan
Act
Check
(Adjust)
• Adjust process as
needed.
• Set new target condition.
• Continuously improve.
Do
(Study)
• Measure process
performance.
18