david devoe tps training presentation aug 2010

Management Overview of TPS Training Modules

This presentation is based on TPS training material received during a 3 month study in 2006 of the Toyota Production System hosted by Toyota Industries Corporation (TICO) headquarters in Kariya, Japan.

My TPS training facility; Logistics & Forklifts is located in

Takahama, Japan. L&F is the largest facility of its kind in

the world manufacturing small lot production using the TPS.

David Devoe [email protected]

Logistics & Forklifts Takahama Japan.

330,000 sq m,10 major buildings

From September 2006 to April 2007, I developed and delivered a package of 10 TPS Training modules to 424 employees (senior management, managers, supervisors, salary &

hourly staff) of Raymond Industrial Equipment, Brantford, Ontario.

My TPS Basic training package was presented to the RIE Operating Committee (11 memebers) in September of 2006. Each group of 10 –12 employees received 5 hours of TPS philosophies, tools, methods, & techniques training and 5 hours of hands-on TPS training using bolt and nuts.

Additional TPS training modules have been developed and presented.

Lessons “to be” Learned

• Replace any team members who do not want to participate or who are not willing/open to change.

• Insure accountability at all levels – do not miss any scheduled events or activities -

• Communicate, Communicate, Communicate – show hourly, daily, weekly, monthly results – Visual displays -

• Get as many people interested in training and participation

• Deliver “Quick Hits” early and often

• Do Not let outside consultants lead, do the

project work or let leaders abdicate the

responsibility to lead.

• Top Management must support the TPSDavid Devoe [email protected]

TPS Basic Training Activities 2006

TPS Training Modules

Mod 1 Intro to TPS

(Employee & Salary)

Mod 5S

Nut & Bolt Demo

Mod 7 Applications

Mod 2 Muda

Mod 3 S.W.

Mod 4 Kaizen

Mod 5 Jidoka

Mod 6 J I T

TPS Training

Schedules

Day & Aft.

Shift

TPS Training Pie Chart

showing percentage of

Employees Trained

2006 = 268

2007 = 156

TOTAL= 424

Master

Schedule

Management

Committee

training dates

David Devoe

[email protected] David Devoe [email protected]

Module 1: Introduction to the Toyota Production System (TPS)

Staff Overview


Agenda – Goals( 40 slides = 80 minutes)

• TPS Terms used in this Module

• Introduce the 14 Toyota Management Principles

• Introduce TPS

• Discuss the TPS Management Philosophies

• Introduce TPS Problem Solving tools

• Key terms review


Module 2:DISCOVERING MUDA

The First Step To Raising Efficiency

TPS


Agenda – Goals(20 Slides = 40 minutes)


• Quick review of the TPS Management Philosophy regarding Muda.

• Introduction to the types of Waste.

• Introduction to the types of Muda.


Standard

Work

Jidoka•Built-in quality

•Poka yoke

•5 Why

•Harmony of

man & machine

Operational Excellence

• Best Cost, Quality, Delivery

• Empowered employees

• Customer focused culture

Just In

Time•Takt Time

•One-piece Flow

•Downstream Pull

Kaizen

Heijunka•Averaged daily volume & mix

•Smooth production schedule

5S

Visual Controls

Kanban

3PSMED

TPM

The House Toyota Built

Module 3: 5S and Standardized Work

Standardized

Work

5S


Agenda – Goals(24 Slides = 45 Minutes)


• Review of 5S

• Understanding Takt Time and Cycle Time

• Standardized Work


Standard

Work


•Poka yoke

•5 Why

•Harmony of

man & machine





Just In

Time•Takt Time

•One-piece Flow

•Downstream Pull

Kaizen



5S

Visual Controls

Kanban

3PSMED

TPM


Module 4: KAIZEN

Kaizen




• Introduce goal of Kaizen

• Discuss purpose of Kaizen

• Discuss elements of Kaizen programs


Standard Work


•Poka yoke

•5 Why

•Harmony of

man & machine





Just In

Time•Takt Time

•One-piece Flow

•Downstream Pull

Kaizen



5S

Visual Controls

Kanban

3PSMED

TPM


Module 5: Just in Time

Just In

Time


Agenda – Goals(29 Slides = 60 Minutes)


• Introduction of the goals of Just in Time

• Discussion of purpose of JIT

• Overview of the elements of JIT

– Introduction to Kanban


Standard Work


•Poka yoke

•5 Why

•Harmony of

man & machine





Just In

Time•Takt Time

•One-piece Flow

•Downstream Pull

Kaizen



5S

Visual Controls

Kanban

3PSMED

TPM

The House Toyota BuiltModule 6: Jidoka

Jidoka



• TPS Terms used in this Module • Introduce the goals of Jidoka and discuss

its purpose• Compare and contrast Jidoka and

Automation • Share examples of Jidoka • Introduce other TPS supporting

concepts and additional tools• Discuss Toyota key performance

indicators (KPI’s)


TPS Relationship Map

Q

C

D

Continuous

ImprovementJidoka

Just-In-Time

Leveled

Production

Visualization

Waste

Reduction

Accurate

Forecast

Key concepts

High

Quality

Lowest

Cost

Shortest

Lead Time

Goals

(a)

(b)(c)

(d)

(e)

(f)

(g)

(h) (i)

(j )

(k)

(l)

(m)

(n)

Foundations

Standard Work

Module 7: TPS Applications • Staff Training

Part II


Objectives – Goals(45 slides = 90 minutes)

To develop staff managers to successfully lead change within their respective areas:

– Relate concepts to TPS applications

– Relate organizational relationships between processes

– Manage implementation of these

processes in their work areas

– Complete activities that support the

implementation


Module 8: Supporting Project Plan

Standard

Work


•Poka yoke

•5 Why

•Harmony of

man & machine





Just In

Time•Takt Time

•One-piece Flow

•Downstream Pull

Kaizen



5S

Visual Controls

Kanban

3PSMED

TPM


Kaizen

Champions

Andon

Eliminate Bottleneck Operations

Takt

time

Error Proof

Defect Free

Production

Standardized

Work

Standardized

Work In Process

Root Cause

Analysis

Reduce

Cycle

time


• Review TPS Reporting Structure KPIs

• Share proposed Organizational Structure changes

• Review project phase implementation plan

• Review change management elements

• Review supporting communication plan

Agenda – Goals(30 slides = 90 minutes)


TPS Hands-on Exercise

Push/Pull Production Learning from Assembling Bolt and Nuts

Toyota Industries Corporation

40 slides = 60 minutes4 rounds hands on exercise = 240 minutes

Basic Concept of the Toyota Production System


Training Expectations

1. Demonstrate 2 different production styles

a. Push Production System

b. Pull Production System

2. Complete cost/profit analysis for each

style including JIT

3. Create expanded knowledge of TPS

4. Implement KAIZEN (improvement) ideas

5. Have fun in the process


SUMMARY of TPS Basic Training Introduction to the Toyota Production System (TPS)

Slides Minutes

40 80Module 2: DISCOVERING MUDA

24 4529 5517 35

20 4024 45Module 3: 5S and Standardized Work

Module 4: KAIZEN

Module 5: Just in Time

Module 6: Jidoka

Push/Pull Production Learning from Assembling Bolt & Nuts 6040

4 rounds of Hands–on Learning 240

Additional TPS Training TPS Detailed Element Summary Sheet Training

Hands-on exercise 8 Hours

Total Quality Management TQM 180 94

Standardized Work HOW TO ? 120 63

Standardized Work – WHY ? 45 23


TPS Detailed Element Summary Sheet TrainingHands-on training exercise

Purpose of Training:

• To Learn ”how to” make the Detailed Element Summary Sheet (DESS)

• To Understand the basic ”purpose” of TPS Standardized Work Book

• Review the TPS Tools for making a Kaizen storysuch as:

Correction and Information Log SheetStandardized Work Combination TableStandardized Work ChartDetailed Element Summary sheetChange Point Tracking Sheet

104 slides = 8 hours


Quality Control Philosophies

Total Quality Management

TQM

(94 slides = 180 minutes)


Table of contents

1. Activities, Philosophies, and Quality definition

2. What is TQM

3. Perspectives and Viewpoints of Quality

Control

4. Summary


Standardized WorkHOW TO ?



Objectives • Relate standardized work strategies to primary and secondary

TPS tools

• Identify and explain the tools and processes used to create Work Instruction Booklet

• Review standardized work instruction process and tools

• Analyze a sample work area to eliminate waste

• Complete a standardized work analysis on a given area using the tools provided


Standardized Work - WHY



Objectives • Define what standardized work is

• Discuss the differences between traditional work standards and standardized work

• Define how standardize work benefits the area

• Discuss considerations for implementing standardized work

• Discuss the focus, purpose, and elements of standardization

• Define the relationships between common types of standards


5s Basic Training



Objectives

• Provide an overview of 5s philosophy

• Explain the purpose and application of each of the 5 steps

• Explain the implementation plan

• Explain the tools and procedures for managing 5s

• Define the roles and responsibilities


5S SUPPORT PROCESSTRAINING



Objectives• What is the Red Tag Process

• What does the Red Tag look like

• When is the Red Tag used

• What are the steps in the process

• What are the supporting processes for asset / inventory removal

• What are the roles and

responsibilities for Red Tag processes


QUESTIONS

Start your TPS Journey Today

6S (5S + Safety) 6σ (Six Sigma)

LEAN for SUCCESS

Lean.for.6S @gmail.com

THANK YOU VERY MUCH

本当にありがとう

DOMO ARIGATO GOZAIMASU


david devoe tps training presentation aug 2010

Documents

qualitypoka

david devoe

toyota production

red tag

man amp

machineoperational

timetakt timeone

tps terms