TMS(Total management System) is the core of TPS(TOYOTA Production System) which is the original concept of Lean. TMS shows a framework for changing working behavior to Lean.

1. Actions for Building Activated Workplace
by TMS (Total Management System)
Aug. 2016
Strategic Staff Services Corporation
Coaching Partner of TPS Certification Institution
Changing behavior of your work, then change culture your organization

2. Prologue
TOYOTA first caught the world’s attention in 1980’s after published TOYOTA
Production System in 1978 written by Mr. Taiichi Ohno.
It became clear that there was something special about Japanese quality and
efficiency.
It was the way Toyota engineered and manufactured the autos that led to
unbelievable consistency in the process and product. Toyota designed autos faster,
with more reliability, yet at competitive cost, even when paying the relatively high
wages of Japanese workers.
In 2003, Toyota was subordinate to Big three, GM, Chrysler, and Ford.
Toyota’s annual profit at end of its fiscal year in March 2003, was $8.13billion,
which was larger than the combined earnings of Big three, and the biggest annual
profit for any auto maker in at least a decade.
Toyota’s net profit margin was 8.3 times higher than the industry average.
Toyota invented “lean production” also known as TOYOTA Production System,
which has triggered a global transformation in virtually every industry to Toyota’s
manufacturing and supply chain philosophy and methods over the last decade.
The Toyota Production System is the foundation of dozens of books on “Lean”.

3. What means “Management”?
Management means, the process of dealing with or controlling things or people.
(by Oxford dictionary)
Manage for what?, Manage for who? The most fundamental issue of management is
managing yourself, your jobs, and your life time.
TMS (Total Management System) strictly focus on this issue.
TMS is the heart of TPS and it’s aiming for changing behaviors to lean.
It is not only focus on Production but also Design, Administration, even Sales and
Marketing, and Maintenance services person.
TMS conduct us to showing framework of 6 steps to change your behaviors.
1. Visualize your activities
2. Build up your working environment
3. Create your value
4. KAIZEN mindset
5. Quality of your work
6. Generate profit
When you and your team has changed behaviors to lean, you can realize to build up
activated your workplace.

4. What is TMS (Total Management System)?
The Basic thoughts of TPS (TOYOTA Production System)
for motivating People and effective working, then doing
KAIZEN (Improvement)
TMS focus on Non-production workers.
Such as Sales & Marketing, Design & Development,
Administration, Human Resource, Accounting, and IT.
In Business,
Became TOC (Theory of Constraints)
by Elitahu M. Goldratt.
In Software development,
Became SCRUM Practices of Agile
Software Development by Ken
Schwaber and Jeff Sutherland.
Jeffrey K. Liker
introduced
what TOYOTA’s
advantages
TMS is the management methodology to building activated workplace
with strongly focus on the process of the business, and then get fruits.

5. Textbook of TMS
TMS is strongly focus on Human nature.
After you learned this methodologies, you’ll get satisfactions through
your job.
TMS is not Learning but also Doing. So TMS coach provides you some
awareness. You should Think, Think, Think!
Then, you can find out your effective and comfortable way of your
business.
This textbook shows milestone to becoming “To Be” what you thought.
It’s applicable in any organizations and any person. Of course it’s applicable for
students in school as well.
We are providing certification programs of TMS.
4th grade: Testing only TMS knowledge by this textbook.
3rd grade: Execution experience of TMS. (Person)
2nd grade: Execution experience in organization with result. (Division)
1st grade: Execution experience in the company with JIT and profit.
(Whole organization)

6. What is “Building Activated Workplace (BAW)”
For feeling satisfaction, You should set your goal at first.
The goal that “To Be” should be your strong wants and thoughts from your guts.
The heart of actions of building activated workplace is Autonomous Management
that can solve problems and issues in workplace, that also gives people a sense of
merit and accomplishment through work.
TMS can change not only yourself, but the member of your team and your
environment itself.
Let’s nurture your company through an autonomous management style
based upon respecting human nature!!

7. Things that should Change,
and Things that mustn’t Change
What are the things that should Change?
Please think about its.
Special Skills, Knowhow, Format of report, Manuals, and System
are changing little by little with the times.
What are the things that shouldn’t Change?
Please think about its.
Management based upon Human nature.
Autonomous Management

8. The Basic way to proceed with BAW is
to create a sense of “I want to do it, so I will”
BAW begin with THINK.
[Rule.1]
The basic way of proceeding with BAW is to create an environment where teams
don’t think “Well, it’s an order from my boss, so we have to do it”, but rather
“We want to do it, so we will do”
[Rule.2]
Are your goals and objectives fulfilling your customer’s needs?
The Activated workplace means every member of your team comes together
and everyone contributes to fulfilling the customer’s needs with quality of highly
standard.
Check list;
 Did they discuss “Who is our client?”
 Is everyone in agreement with what their goals and objectives should be?
 Dose everyone have a thorough understanding of GENCHI GENBUTSU* and act?
 Is there any change in methods or thinking involving the work?
 Are the results better than before?
 Is motivation up?
The Two pillars of BAW; Way of Thinking and Methodology
GENCHI GENBUTSU*: Going to the place to see the actual situation for understanding.
Deeply understanding and report what you see.
"Data is of course important in manufacturing, but I place the greatest emphasis on fact" by Taiichi Ohno

9. Becoming Activated Workplace with personal growth

10. Step by step process for building activated workplace
and personal growth
[Step.1] 3 months after first implementation of TMS
a. Imagine as a team, how the team should be.
b. Think about what the team needs to do to realistically implement the necessary
change.
c. Building real team
[Step.2] 6 months after implementation
You will feel a sense of accomplishment as a team.
If you have been able to continue the daily activities that you set up in step 1, then
it’s time to move on to the next step, which is reaping the benefit.
It’s time to set up visual board, what indicating your team’s goals and policies of
management, and task board. This is Visual control.
[Step.3] A year after implementation
You will have confidence and desire to change the organization and proactively
assist cross-departmentally the betterment of the entire organization.

11. Visual Control
Policy deployment
Visual Board Task Board
KPT Board

12. Actions for Building Activated Workplace
that become the core of changing the workplace
The smallest unit of BAW isn’t individual,
It’s the Team
Activities of TMS are directly connected to
Management and Business.
 Everyone understand other person’s jobs.
 Motivation has risen due an increase in proactive
communication.
 Some problems at work have been solved, so mentally
and physically the job has become easier.
 Your ambitions towards work have risen, You have
achieved a sense of accomplishment.
 You’ve developed a spirit of tacking challenges which
allows you to take on more difficult assignments.
What change?
TMS core is an action that makes the workplace better.

13. □ You have a way of contacting and communicating with your co-
workers (or school friends).
□ You have your own vision of the ideal workplace, team or classroom,
and everyone is in agreement with it.
□ You are discussing as a group what you should do to achieve a sense
of accomplishment.
□ The criteria for organizing all of your resources and equipment are
clear.
□ You have established the habit of first visualizing, then thinking of a
counter-measure to any problems or issues that arise.
□ If you decide to do something, all members of the team proactively
get behind you.
□ You are aware of things that would be a waste of time/resources and
act accordingly.
Let's check the degree of your workplace (or school's)
activation!
0～2boxes： Is there any dissatisfaction in your workplace (or school)? Start with
communication.
3～5boxes： You can achieve a "continuous improvement" mindset. Start with
creating a plan to achieve a sense of accomplishment on an
individual level.
6～7boxes： You have considerably achieved revitalization. It's time to decide
goals for the workplace (or school).

14. TMS core consist of 6 steps
Actions for Building
Activated workplace
(TMS core)
Visualize
your
activities
Build up
your
working
environ
ment
Create
your
Value
KAIZEN
mindset
Quality
of your
work
Generate
Profit
5S: SEIRI (Sort & Arrange)
SEITON (Tidy up)
SEISOH (Clean up)
SEIKETSU (Keeping clean)
SHITSUKE (Discipline)
There are Seven MUDAs in workplace.
I. Overproduction
II. Waiting
III. Unnecessary transport or
conveyance
IV. Over processing or Incorrect
processing
V. Excess Inventory
VI. Unnecessary movement
VII. Defect

15. Implementation step of TMS (1)
1. Visualize your activities
a) Policy development
b) Daily management
c) Visualization of work
The action of superior organizations (organizations ranked higher within
the company) set targets, plan improvements and nurture people for lower
organizations (organizations ranked lower within the company) is known as
policy development. At times like these, it’s very important for bosses and
subordinates to see eye to eye and confirm that they aren’t merely
indicating policies.
Confirming on a daily basis that action structures (order), roles and cycles
are clear, and every member of the team is able to act in an autonomous
and voluntary way.
Confirming team members’ work is visible in terms of days and weeks, and
that everyone is growing (becoming capable) through that visualization.
(Nurturing people)

16. Implementation step of TMS (2)
2. Build up your working environment
a) Communication
Increasing face to face communication as much as possible. Creating a safe
and secure environment where people can discuss work-related issues and
everyone can express themselves and talk about anything, no matter how
small. Making sure that, while there may be physical distance between
people, no one feels distanced or left out.
b) Leadership
Confirming that you are setting an example based on the creation of mutual
trust of your team members and team-building.
3. Create your value
a) Putting the customer first
Confirming that you are always thinking about who your customer is and
that you are providing worth to your customers
b) Being fixated on results
Confirming that you are feeling and providing a sense of accomplishment
through actions that minimize wastefulness, as well as thinking about how
to structure things in such a way that you can correlatively analyze sales and
profits.

17. Implementation step of TMS (3)
4. KAIZEN (continuous improvement) mindset
a) Spotting waste
Do you have the awareness to eliminate wasted time in order to make
time to work to provide added value and do work that you prioritize?
Confirming that you are developing a sense for spotting wasted time.
b) Sorting・Straightening up
The 5S aren’t merely for cleaning, they are for changing your
awareness. Confirming that you understand that the 5S also shows
your workplace management level.
c) The ability to solve problems
Solving problems isn’t merely treating symptoms. Problem solving
involves discovering and treating the source of the problem on a daily
basis. Confirming you are dealing with the problem as a whole, not
just part of it.
Avoid Non-value-added work and eliminate waste

18. Implementation step of TMS (4)
5. Quality of your work
a) Viewing and thinking about things statistically
Are you ensuring the necessary quality (natural (expected) quality,
outstanding quality) at the necessary time? Confirming whether or not you
are able to analyze statistically using QC (quality control) as a basis, and
quantifying and stabilizing policies (actions).
b) JKK (Self-contained processes)
Even if you strive to do good work, sometimes the produced product is good,
and sometimes it is bad. Confirming that in either way, the reaction from
your customer (post-processor) comes swiftly and if the reaction is good you
can rejoice, if the reaction is bad you will improve quality for next time.
6. Generate Profit
a) Structure for producing profit
Confirming that you are producing profits with your limited time, and increase
time to feel a sense of accomplishment.
b) Increase in productivity
Actions that produce profits require man-hours. Raising productivity by getting
the most out of your man-hours, and first planning, then enacting actions to
create profit.
Profit = Purchase Price - CostSale Price = Cost + Profit

19. Let’s try TMS
You and your colleague will be HAPPY!!
Fun to work.
Become your trust.
Feel satisfaction with accomplishment.
Your customers (Clients) get satisfaction.
Also, Company will be HAPPY!