Hoshin Kanri ,policy deployment

LeanToyota Way of management

By Jaylani Karani

// YIS//062709//

HoshinKanri

Policy Deployment

Praise be to ALLAH

// YIS//062709//

For we cannot count His Bounties

// YIS//062709//

What does Quran say about

Commitment,Management

And Leadership?

// YIS//062709//

لم آمنوا ذين ال ها أي ياتفعلون ) ال ما ( 2تقولون

أن ه الل عند مقتا كبرتفعلون ) ال ما ( 3تقولوا

ذين ال يحب ه الل إنصفا سبيله في يقاتلون

مرصوص بنيان هم كأن

// YIS//062709//

كيدكم فأجمعواصفا ثم ائتوامن وقد أفلح

اليوم استعلى

Lean Definition

• Adding values from the customer’s prospective and removing waste

• Increase corporate morale• Through continuous improvement • Lowest cost ,highest quality plus shortes

lead time.

// YIS//062709//

• Focusing entirely a process flow

• Seeking perfectionism

• Respecting people

• Constant learning from solving problems

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

Leadership style•100% Authority•Fuctioning with 0% authority

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

KAIZEN starts with a problem, more precisely the recognition that a problem exists

When there is no problem , there is no

potential for improvements

Lean styles• In America they apply lean

Management by focusing the Result• Japanese focus the process highly• As only good Process can yeild

good reslut.

// YIS//062709//

JOBS FUNCTION PERCEPTIONS

// YIS//062709//

Innovation

KAIZEN

MaintenanceInnovation

Maintenance

Top management

Middle management

Supervisors

Workers

Japanese perceptions Western perceptions

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

Than what do we

Focus?// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

Hoshin

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

Definitions of

problem

Analysis of problem

Identification of

causesPlanning counter-measure

s

Implemen-tation

Confirmation of

results

Standardi-zation

PLAN

DO

CHECK

ACT

// YIS//062709//

// YIS//062709//

// YIS//062709//

Man ( operator) Machine (facilities) Material Operation Method

Does he follow standard?

Does it meet production requirements?

Are there any mistakes in volume?

Are the work standards adequate?

Is his work efficiency acceptable?

Does it meet process capabilities?

Are there any mistakes in grade?

Is the work standard upgraded?

Is he problem conscious?

Is the oiling (greasing) adequate?

Are there any mistakes in the brand name? Is it a safe method?

Is he responsible/accountabl

e?Is the inspecction adequate? Are there impurities

mixed in?Is it a method that ensures a

good product?

Is he qualified?is operation stopped often

because of mechanical trouble?

Is the inventory level adequate? Is it an efficient method?

Is he experienced? Does it meet precision requirements?

Is there any waste in material?

is the sequence of work adequate?

Is he assigned to the right job?

Does it make any unusual noises?

Is the handling adequate? Is the setup adequate?

Is he willing to improve? Is the layout adequate? Is the work in process

abandoned?Are the temperature and

humidity adequate?

Does he maintain good human relations?

Are there enough machines/facilities? Is the layout adequate? Are the lighting and

ventilation adequate?

Is he healthy? Is everything in good working order?

Is the quality standard adequate?

Is there adequate contact with the previous and next

processes?

// YIS//062709//

Achieve maximum

quality with

maximum efficiency

Maintain minimum inventory

Eliminate hard work

Use tools &

facilitates to

maximize quality & efficiency

& minimize

effort

Maintain a

questioning & open-

minded attitude

for constant improve

ment based on teamwork

& cooperati

on

MANUFACTURING OBJECTIVES

// YIS//062709//

5s

B

E

C

D

ASeiri

Seiton

Seiso

Shitsuke Seiketsu

// YIS//062709//

// YIS//062709//

// YIS//062709//

// YIS//062709//

JIT

Shortened lead time

Reduced time spent on non-process work

Reduced inventory

Better balance between different processes

Problem clarification

// YIS//062709//

Management & Labor ; Enemies or Allies?

Confrontation fighting over how to divide the pie

Cooperation Working together to bake bigger pie

// YIS//062709//

1. Form a team & allocate responsibilities

Seven Steps

2. Measure current state

3. Analysis & improvement

4. Apply first improvement

5. Set process with new scenario

6. Analysis & improvement

7. Set-up board for visualization & monitoring

CUTTING CHANGE

OVER TIME

// YIS//062709//

// YIS//062709//

Conventional Wisdom

Higher quality leads to higher costs

Larger lots lead to lower costs

Workers do not need to be taken into account

Japanese Revolutions

Higher quality leads to lower costs

Smaller lots lead to lower costs

A thinking worker is a productive worker

// YIS//062709//

// YIS//062709//

// YIS//062709//