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LeanToyota Way of management
By Jaylani Karani
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HoshinKanri
Policy Deployment
Praise be to ALLAH
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For we cannot count His Bounties
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What does Quran say about
Commitment,Management
And Leadership?
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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
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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.
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• Focusing entirely a process flow
• Seeking perfectionism
• Respecting people
• Constant learning from solving problems
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Leadership style•100% Authority•Fuctioning with 0% authority
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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.
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JOBS FUNCTION PERCEPTIONS
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Innovation
KAIZEN
MaintenanceInnovation
Maintenance
Top management
Middle management
Supervisors
Workers
Japanese perceptions Western perceptions
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Than what do we
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Hoshin
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Definitions of
problem
Analysis of problem
Identification of
causesPlanning counter-measure
s
Implemen-tation
Confirmation of
results
Standardi-zation
PLAN
DO
CHECK
ACT
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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?
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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
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5s
B
E
C
D
ASeiri
Seiton
Seiso
Shitsuke Seiketsu
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JIT
Shortened lead time
Reduced time spent on non-process work
Reduced inventory
Better balance between different processes
Problem clarification
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Management & Labor ; Enemies or Allies?
Confrontation fighting over how to divide the pie
Cooperation Working together to bake bigger pie
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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
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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
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