Zen of Kaizen
Lean Leadership Skills According to Morpheus, Dilbert, Pirsig,
N and
Neo, dMMr. S
Spock
k
Dan Prock Ph.D and James Rollo
Senior Consultants
Competitive Advantage Consultants
Falls Church, VA 22042
Summary
Lean Enterprise is now a quality movement in North America and around the world. Yet many
companies have difficulty sustaining the gains of lean efforts. This presentation drills down to a
cause: a lack of a true understanding of a core Lean Leadership skill described as Toyota Kata.
Yet the true root problem is even deeper and is never acknowledged. It is that the Western
material philosophy of North American leaders is a misfit, actually incompatible with the
Eastern metaphysics that underlies the Toyota Way. This presentation will employ pictures, the
movie “Matrix”
“Matrix”, a brief exercise
exercise, and test you on a Lean Leader Satori Quiz.
Quiz Don’t miss it.
it
Text
I have been a lean consultant for almost 20 years and visited Japanese OEMs. However as full
disclosure I have never worked at Toyota, but have been a student of Zen for 30 years.
Today I will distill my career and Zen experience into an hour. As you can imagine it will be
somewhat concentrated, espresso coffee so to speak. Some of you may prefer decaf!
I was a quality engineer in my 20s, witnessed chaos, and wondered if there was a better way? Like
Morpheus in the Matrix however, I can only show you the path. You must “walk the path”. Here it is.
Copyright Dan Prock Ph.D. 2010
Welcome
Today I am glad to be here as a leader
off change!
h !
What is your target today?
My target is nothing less than your satori
satori,
self-realization as a true leader of change.
But…..
But
“I can only show you the path”.
Benchmarking
IIn the
th 1980’s
1980’ NNorth
th A
American
i C
Companies
i noticed
ti d th
thatt
Toyota was making quality cars efficiently. What is it they
do differently?
ｷAfter a Ford benchmarking visit in the late 80
80’ss they said
ｷ“It’s Cultural.”
ｷFord executives interpreted
p it as typical
yp mid-manager
g
resistance to change.
ｷBut could they have been right in a way they didn’t
understand?
What Is Lean Production?
Lean Thinking by Womack and Jones,
Jones Simon and Schuster,
Schuster 1996
Eight Years Later
1. Understand
d d Customer Value
l
2. Identify the Work Flow
3. Map the Work Flow on a wall
4. Do the work and deliver just in time, when
customer wants it
5. Continuously Improve, Seeking Perfection
What would a disinterested neighbor say about this “new”
new
Lean Production?
"What
What the hell have you been doing
all these years?"
What typical
yp managers
g do.
1. Traditional Command and Control…….. with
“lipstick”
2. Reacting and Firefighting
3. Sponsoring programs and technology projects with
the illusion a miracle
4. Assuming lean management is about lean tools,
despite little success
5. Paperwork and Meetings
6. Hoping for a Hero, Better Luck or a New Job
Future State Loops with Kaizen Bursts
Supplier Loop
Level Schedule Production
C ontrol
Reduce
D f t
Defects
Supplier Process 1 Process 2 Process 3 Process 4 Custom e r
Reduce Balance
Stabilize Improve Improve
changeover work
Quality uptime uptime
Intermediate
Process Loop Pace Maker Loop
Source: Jeffery LIker
Why Does Toyota “give away ?
give it away”?
ｷOn July 8th 1853, Comm. Perry and 4 American “Black”
Black
ships anchored in Tokyo Bay, with technology gifts.
ｷA shocked Japanese
ｷ p Government soon began g a rapid
p
learning of Western Ways (Meiji Restoration)
ｷ Yet in 2010 North American leader’s minds have NOT
opened to Eastern Ways of thinking
ｷMost leaders live in another age - not a few years behind,
by this measure 157 years behind Japan
Western managers tend to think of change like
Newton’s Laws of Motion
"A bodyy persists
p in a state off rest or off
uniform motion unless acted upon by an
external force.”
( = )
Materialist
“Theory
Theory that nothing exists but matter
(objects), its movement and modification”
Oxford Dictionary
It impacts how we think about implementing the
Toyota Way.
We Do Lean
Lean-Kaizen
Kaizen Blitz Workshops
We move material around.
We “Lean out” the Value Stream
A l i Lean
Applying L Tools
T l
A3 Kaizen
Blitz Lean flow
Before flow
Lean
j
Projects
RI
W
Where is Lean in the Employee
Employee’ss Mind…
After the Lean-Kaizen Blitz?
What will likely happen?
P
Pressures, P
Problems,
bl C
Culture,
lt Mindsets
Mi d t
Before Lean After Lean
Blitz Blitz
James Womack
k
“It’s
It s clear that lean works, if you have a
management system to support it.
But boy, is that a big if.”
Lean Management
1. Setting Direction – “True North” for each value
stream
2. Standardizing Process and Manager Standard
Work
3. Coaching Improvement to Targets
4 Instilling Accountability of Goals
4.
5. Empowering and Staffing Operations
6 Building
6. B ildi Alliances
Alli
7. Managing Big Change - Kaikaku
8. Being a Kaizen Leader (Modeling)
Manager Standard Work
Pre-Shift Check for Production
U/Leader
Uni t L ead er – Week ly
y “4P Patr ol” A udi t D t
Date
Sheet
The “4P Patrol” sheet is an audit document designed to ensure production through identifying key
performance criteria and auditing those criteria on a daily basis to the required standard.
Deviations are noted and transferred to the “CAPDo” sheet for actioning. There are four major
headings: Ensuring P eople, Ensuring Pa rts, Ensuring Pl ant, Ensuring Pr ocess – These are the 4P’s.
1.0 Ens uri n g Peop le – En su r in g P rod ucti on
Item Audi t Requir ement Audit Method Audit Standard Actual Result Deviati on
1 Is perso nnel plan di splayed Check pers onn elboard/callins Per sonn el plan curr ent
2 En sure t/b rie f Ask s hift in dividu als Brief given we ekly to all
3 Ensurecommuni
d a ily 4Pcation
i s co rre ct Audi t 4P wi th T/L All 4P i tems addre ssed
2.0 E ns u ri n g Pa rts – En sur ing Produ ction
Item Audit Requirement Audit Method Audit Standard Actual Result Deviati on
1 Is beam schedul e up to date Check beam schedu le Co nsumptio n is re levan t
2 Is weft p
pull syst
y em up
p to d ate Check w eft quan titi es Co nsumptio
p n is re levan t
3 Ensure s chedul e is adher ed to Check curren t perf orman ce Per formance = 100%
4 Ensure plan i s ad here d to Check curren t produ ct mix As per is sued plan
5 Pro cess “rolls on hold” Check batch actio n plan Every batch ha s plan
6 Is traceab ility stand ard met Check s amp le of WI P As per pro cedur e
7
8
Copyright Notice 40
Manager Standard Work Exercise
Standard Work
Be Careful These Don’t Become Material Objects, e.g. a checkbox with
low consciousness
low
Something
hi Is Missing
i i
