Industrial Solutions ISI - PDF document

1 Industrial Solutions - ISI Toyota Kata
Industrial Solutions - ISI Toyota Kata Methodology du st rial Solutions - ISI Industrial Solutions - ISI Consulting firm,

2 based out of Tulsa, OK www.isiworld.net
based out of Tulsa, OK www.isiworld.net Wrap up Wrap up Agenda Industrial Solutions - ISI Mike Rother Industrial Solut

3 ions - ISI Lean Building Blocks Standa
ions - ISI Lean Building Blocks Standardized Work Teams 5S System Visual Cellular/Flow TPM Continuous Improvement V

4 alue Industrial Solutions - ISI Indust
alue Industrial Solutions - ISI Industrial Solutions - ISI Lean Building Blocks Standardized Work Teams 5S System Vis

5 ual Cellular/Flow TPM Continuous Impr
ual Cellular/Flow TPM Continuous Improvement Value Industrial Solutions - ISI Lean Building Blocks Standardized Work

6 Teams 5S System Visual Cellular/Flow
Teams 5S System Visual Cellular/Flow TPM Continuous Improvement Value en e e Im u u mp p K a n b geov TPM S tanda ta

7 nda POUS POUS a ty a ork Quali Quali y y
nda POUS POUS a ty a ork Quali Quali y y k Cha kCha ms ver Team g geov g g atSo chRe ce Visua dized dized 5S ork Pl n uctio

8 uctio antL ms yout Team Team Re chRe al
uctio antL ms yout Team Team Re chRe al s u a Visua Visua m antL S y y 5S 5S ystem ystem y y y y f Industrial Solutions - IS

9 I Traditional reporting styles & relati
I Traditional reporting styles & relationships •Traditional management roles Industrial Solutions - ISI Industrial Soluti

10 ons - ISI Industrial Solutions - ISI T
ons - ISI Industrial Solutions - ISI Traditional reporting styles & relationships •Traditional management roles •Tradition

11 al training and development Industrial
al training and development Industrial Solutions - ISI Industrial Solutions - ISI Industrial Solutions - ISI What habits

12 does the training break? •How long does
does the training break? •How long does the effect of the class last? •What culture change has come of it? •What has Indust

13 rial Solutions - ISI Traditional report
rial Solutions - ISI Traditional reporting styles & relationships •Traditional management roles •Traditional training and d

14 evelopment •Traditional project manageme
evelopment •Traditional project management •Projects come and go Industrial Solutions - ISI Industrial Solutions - ISI Tr

15 aditional reporting styles & relationshi
aditional reporting styles & relationships •Traditional management roles •Traditional training and development •Traditional

16 project management •Projects come and go
project management •Projects come and go •Benchmarking others Industrial Solutions - ISI Industrial Solutions - ISI Indus

17 trial Solutions - ISI •Develops people
trial Solutions - ISI •Develops people •Reveals people’s true potential •Coach/Learner role is for guidance •Forces us to t

18 ruly understand the current condition •G
ruly understand the current condition •Gets all involved out of their comfort zone, where we are truly learning Industrial

19 Solutions - ISI Kata Movie Industrial
Solutions - ISI Kata Movie Industrial Solutions - ISI Kata Tools = Growth Industrial Solutions - ISI •A Kaizen Event is

20 one in which a team of people work towa
one in which a team of people work towards a compressed period of time Industrial Solutions - ISI Industrial Solutions -

21 ISI •A Kaizen Event is one in which a t
ISI •A Kaizen Event is one in which a team of people work towards a compressed period of time •Kata is daily, built into fa

22 bric of management’s daily standard work
bric of management’s daily standard work 26 Why progress is not consistent Time What actually becomes the Standard when

23 people do not sustain the changes?
people do not sustain the changes? Work Standard Industrial Solutions - ISI Industrial Solutions - ISI Vision Time

24 Time Work Standard Wrap up Wrap up
Time Work Standard Wrap up Wrap up Agenda Industrial Solutions - ISI Vision •Challenge •Target Condition •PDCA – Plan

25 /Do/Check/Act •Learner, Coach, 2nd Coach
/Do/Check/Act •Learner, Coach, 2nd Coach Industrial Solutions - ISI Where is the company going? •What does it want to be,

26 to pursue? •Long term: beyond 2, 5, 10,
to pursue? •Long term: beyond 2, 5, 10, 20, 50+ years? Industrial Solutions - ISI Industrial Solutions - ISI •Zero Defect

27 s •100% value added •One-piece flow, in
s •100% value added •One-piece flow, in sequence, on demand •Security for people *p. 44 Toyota Kata , by Mike Rother Indus

28 trial Solutions - ISI Industrial Soluti
trial Solutions - ISI Industrial Solutions - ISI Industrial Solutions - ISI Industrial Solutions - ISI Vision •Challenge

29 •Target Condition Industrial Solutions
•Target Condition Industrial Solutions - ISI A near term, obtainable goal that is a step Vision Industrial Solutions -

30 ISI Vision •Challenge •Target Condition
ISI Vision •Challenge •Target Condition Industrial Solutions - ISI A near term, obtainable goal that is a step Industria

31 l Solutions - ISI Industrial Solutions
l Solutions - ISI Industrial Solutions - ISI Industrial Solutions - ISI Establish flow, FIFO and SWIP between Industria

32 l Solutions - ISI Vision •Challenge •Ta
l Solutions - ISI Vision •Challenge •Target Condition •PDCA – Plan/Do/Check/Act Industrial Solutions - ISI Industrial Sol

33 utions - ISI Plan - “Hypothesis” Do - “
utions - ISI Plan - “Hypothesis” Do - “Experiment” Check - “Compare to hypothesis” Act/Adjust - “Reformulate the hypothesis

34 ” Plan-Do-Check-Act/Adjust is a rephrasi
” Plan-Do-Check-Act/Adjust is a rephrasing of the Scientific Method: • The PDCA Cycle Industrial Solutions - ISI Vision •

35 Challenge •Target Condition •PDCA – Plan
Challenge •Target Condition •PDCA – Plan/Do/Check/Act •3 Main Roles in Kata: Learner •Coach •2nd Coach Industrial Solution

36 s - ISI Learner, Coach, 2nd Coach •Deve
s - ISI Learner, Coach, 2nd Coach •Develops mentoring structure with a one-on-one relationship •Usually based on reporting

37 chain •Sequence starts with front line
chain •Sequence starts with front line process, continues up to top levels Industrial Solutions - ISI Learner/Coach seque

38 nce starts with front line process, cont
nce starts with front line process, continues up to top Manager Manager Manager Supervisor Front Line Industrial Solut

39 ions - ISI target •Conducts the PDCA cy
ions - ISI target •Conducts the PDCA cycles to experiment on a process to work towards a Target Condition •Develops new PCD

40 A after examining the cause and effect o
A after examining the cause and effect of the previous experiment Industrial Solutions - ISI •Should be encouraged to try

41 ideas, pushed/challenged to innovate •It
ideas, pushed/challenged to innovate •It’s okay to fail & have an idea not work – actually expected to occasionally, otherwi

42 se not pushing the envelope hard enough
se not pushing the envelope hard enough Industrial Solutions - ISI the Learner Industrial Solutions - ISI the Learner •

43 Questions the Leaner’s understanding of
Questions the Leaner’s understanding of the current and target conditions, ensures the next step takes those into account

44 Industrial Solutions - ISI the Learner
Industrial Solutions - ISI the Learner Industrial Solutions - ISI •Reviews the cause and effect of the Learner’s approac

45 h and the gains made towards the Target
h and the gains made towards the Target Condition Industrial Solutions - ISI •Is practicing Coaching, learning how to do i

46 t •Must change how they see their relati
t •Must change how they see their relationship with the Learner Industrial Solutions - ISI •Needs guidance as well: the 2n

47 d Coach Industrial Solutions - ISI 2nd
d Coach Industrial Solutions - ISI 2nd Coach: observes, directs & guides the Coach to be more effective •Reviews the cause

48 and effect of the Coach’s approach and
and effect of the Coach’s approach and the Learner’s continued development •Provides instruction to Coach •Role may diminis

49 h over time, but isn’t eliminated Indus
h over time, but isn’t eliminated Industrial Solutions - ISI Key points: •The role of Learner is the one performing the ha

50 nds-on experiment, seeing and interpreti
nds-on experiment, seeing and interpreting the results •The coach ask questions, doesn’t solve the problem, lets the Learner

51 learn Industrial Solutions - ISI Mus
learn Industrial Solutions - ISI Must be ready to Walk the Walk Setting Vision Wrap up Wrap up Agenda Industrial Solu

52 tions - ISI Set the Vision •Develop the
tions - ISI Set the Vision •Develop the Advance Group •Establish the program structure •Learn the Kata Coaching methods •Se

53 t Target Conditions Industrial Solution
t Target Conditions Industrial Solutions - ISI Sequence Set the Vision •Long term goals – to shoot for, “True North

54 ” •Ex.: Toyota: to achieve 100% Value Ad
” •Ex.: Toyota: to achieve 100% Value Added •Can be an unattainable goal, can be hard numbers •Gives a horizon to head towar

55 ds Industrial Solutions - ISI •Set the
ds Industrial Solutions - ISI •Set the Vision •Develop the Advance Group Industrial Solutions - ISI Develop the Advance

56 Group •Update the Org. Chart •Top and mi
Group •Update the Org. Chart •Top and middle management must participate •Will depend on the companies ability to properly c

57 oach all Learners Industrial Solutions
oach all Learners Industrial Solutions - ISI •Set the Vision •Develop the Advance Group •Establish the program structure •

58 Learn the Kata Coaching methods •Set Tar
Learn the Kata Coaching methods •Set Target Conditions Industrial Solutions - ISI •Set the Vision •Develop the Advance Gro

59 up •Establish the program structure •Lea
up •Establish the program structure •Learn the Kata Coaching methods Learn by doing •Use the program development as first ka

60 ta Industrial Solutions - ISI •Set the
ta Industrial Solutions - ISI •Set the Vision •Develop the Advance Group •Establish the program structure •Learn the Kata

61 Coaching methods •Set initial Target Con
Coaching methods •Set initial Target Conditions Industrial Solutions - ISI Target Condition: •Value Stream / Strategic Pla

62 n a good place to first start •Start wit
n a good place to first start •Start with something attainable in 2-3 weeks, progress to greater challenges from there Ind

63 ustrial Solutions - ISI •Is performed d
ustrial Solutions - ISI •Is performed daily •Is designed to be a slice of the Learner’s day •Coaching sessions are sacred &

64 take priority Industrial Solutions - I
take priority Industrial Solutions - ISI Target Condition PDCA Data Industrial Solutions - ISI Operators Cycle Tim

65 e Takt Time Std WIP 3 13 min 15 min 10 s
e Takt Time Std WIP 3 13 min 15 min 10 sub-assy 8, 9, 10 Cell Standard Work Breakdown Step Operator Task WIP 3 Get paperwo

66 rk, alert QC to next order - 1 Move box
rk, alert QC to next order - 1 Move boxes into place - 1 Upper Assembly 10 1 Lower Assembly 10 1 Cage Assembly 10 1 Bottom

67 Brace Assembly 10 3 Chain Assembly 10 2
Brace Assembly 10 3 Chain Assembly 10 2, 3 Lower Assy 2 2, 3 Upper Assy 2 2, 3 Final Assy 2 11 3 Band parts to pallet - 3

68 Wrap skid (Op 2 Assist), take to Shippin
Wrap skid (Op 2 Assist), take to Shipping - 1 Remove empty boxes - Pallet 2 1, 11, 12 Industrial Solutions - ISI Ope

69 rators Cycle Time Takt Time Std WIP 3 13
rators Cycle Time Takt Time Std WIP 3 13 min 15 min 10 sub-assy 8, 9, 10 Cell Standard Work Breakdown Step Operator Task W

70 IP 1 Get paperwork, alert QC to next ord
IP 1 Get paperwork, alert QC to next order - 1 Move boxes into place - 1 Upper Assembly 10 1 Lower Assembly 10 1 Cage Asse

71 mbly 10 1 Bottom Brace Assembly 10 3 Cha
mbly 10 1 Bottom Brace Assembly 10 3 Chain Assembly 10 2, 3 Lower Assy 2 2, 3 Upper Assy 2 2, 3 Final Assy 2 11 3 Band parts

72 to pallet - 3 Wrap skid (Op 2 Assist),
to pallet - 3 Wrap skid (Op 2 Assist), take to Shipping - 1 Remove empty boxes - Pallet 1, 13 2 11, 12 Industrial S

73 olutions - ISI Action Prediction Result
olutions - ISI Action Prediction Results Lessons Ati L Rlt Pditi PDCA Cycle Record Industrial Solutions - ISI Action Pre

74 diction Results Lessons Ati L Rlt Pditi
diction Results Lessons Ati L Rlt Pditi PDCA Cycle Record Do I clearly understand what action I should take to improve, a

75 m I addressing an obstacle? Am I truly
m I addressing an obstacle? Am I truly experimenting? How do I think this will help us improve? Industrial Solutions

76 - ISI Action Prediction Results Lessons
- ISI Action Prediction Results Lessons Ati L Rlt Pditi Will give Op. 3 additional Industrial Solutions - ISI &#

77 x0003; 
x0003;    COACHING KATA p. 247, Toyota Kata , by Mike Rother Indus

78 trial Solutions - ISI &
trial Solutions - ISI     p. 247, Toyota Kata , by

79 Mike Rother Coaching Session. Info
Mike Rother Coaching Session. Info hasn’t been covered yet. Industrial Solutions - ISI �

80 007;   &
007;    COACHING KATA p. 247, Toyota Kata , by Mike Rother Industrial Solutions -

81 ISI Industrial Solutions - ISI Target
ISI Industrial Solutions - ISI Target Condition PDCA Data Industrial Solutions - ISI  &

82 #x0008;  
#x0008;   COACHING KATA p. 247, Toyota Kata , by Mike Rother Industrial Solutions - ISI A

83 ction Prediction Results Lessons Ati L
ction Prediction Results Lessons Ati L Rlt Pditi PDCA Cycle Record Confirms or refutes our Industrial Solutions - ISI

84 Action Prediction Results Lessons Ati
Action Prediction Results Lessons Ati L Rlt Pditi Will give Op. 3 additional NVA to walk to QC every Train Operators on s

85 elf Wrap up Wrap up Agenda Industrial
elf Wrap up Wrap up Agenda Industrial Solutions - ISI Not just a new project – A total Industrial Solutions - ISI DAIL

86 Y Industrial Solutions - ISI •Physical
Y Industrial Solutions - ISI •Physical •Training •Mental Industrial Solutions - ISI •Have lean tools have been used to im

87 prove on a team basis? •Do we have work
prove on a team basis? •Do we have work standards established? •Have we started to flow material? Industrial Solutions - I

88 SI •Does the Learner understand waste e
SI •Does the Learner understand waste elimination, problem solving & the Lean Tools to overcome issues? •Does the managemen

89 t team understand improvement well enoug
t team understand improvement well enough to effectively create Challenges & Target Conditions? Industrial Solutions - ISI

90 •Is standard work being followed •5S, W
•Is standard work being followed •5S, Work Instructions, SWIP, Set-Up Checklists, TWI, TPM, etc. Industrial Solut

91 ions - ISI •Do employees feel empowered
ions - ISI •Do employees feel empowered? •Has a culture change started to take place? •Are there consequences for in- actio

92 n? Industrial Solutions - ISI •Does t
n? Industrial Solutions - ISI •Does the Management have self-discipline themselves? •Is the management team ready to liv

93 e the new lifestyle? •Is Management read
e the new lifestyle? •Is Management ready to hold accountable those that don’t participate? Industrial Solutions - ISI i o

94 ns - ISI •Willing to re-learn how to ma
ns - ISI •Willing to re-learn how to manage? •Willing to feel out of your element? •Willing to let someone fail to learn? •

95 Willing to not give the answer? •Willing
Willing to not give the answer? •Willing to (seemingly) give up some control? Industrial Solutions - ISI WWW.ISIWORLD.NET