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Introduction to Lean
Lean Finds a Unique Solution for You !
www.lean.org.tr
Evolution of Scientific & Modern Management
An American Invention
Frederick W. Taylor – Scientific Management
The Ford Motor Company, Machine that Changed the World (1906-1927) – Henry Ford
- Flow Experiments in Fabrication Processes
- Sequential Flow Assembly Line
- A connected and Synchronized Flow
Highland Park and Rouge Plant in Detroit
Evolution of Scientific & Modern Management
FORD RIVER ROUGE PLANT (1927)
THE PLACE WHERE
MASS PRODUCTION STARTED
PEOPLE PAVING THE WAY
Gottlieb Daimler Karl Benz Robert Bosch
Samuel Murrsell Walton
Frederick Winslow
Taylor Henry Ford Ernst Werner
von Siemens
Edison
Thomas John Watson
Peter Drucker
The General Motors – 1920 to Present
Alfred Sloan
• Customer Segmentation, Different Products to Different Segments with Different Prices
• Modern Organizational Structure- Divisions
• Rate-of-Return for Decision Making
• Maximizing the Output of Individual Processes
• Centralized Planning and Control Based on Managerial Accounting
•
• “We are not in the business of making cars, we are in the business of making money” (A.S)
The US War Bureau –
II. World War
• Re-Organization of Industrial Power
• Method Training
• Standard Work
• On the Job Training
• Shop Floor Industrial Relations
Sheward & Deming
• Statistical Process Control
• TQM
• Out of Crises
• More Influence to Japanese Industrial Revival rather than USA ?
Peter Drucker & Many Other Business
and Management Thinkers
• Management by Objectives , Practice of Management, 1954
• Human Side of the Enterprise (McGregor)
• Maslow
• Herzberg
• Skinner
• Kottler
• Gary Hamel (death of the modern management)
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HOW HAS LEAN EVOLVED ?
Introduction to Toyota Production System
Historical Evolution:
Seichi Toyoda – Invention of Automatic
Loom, 1920s
Kiichiro Toyoda (Birth of the Toyota Motor
Corporation) 1934 – 1950s
Taiichi Ohno
Eiji Toyoda, Soichiro Toyoda
Fuji Cho (Toyota Way, 2001)
Recent Troubles, Okuda, Watanabe
Akio Toyoda
EVEN MOST SUCCESSFUL COMPANIES
EXPERIENCE CRISIS
13
Destination
(Vision)
Starting Point
(Current Condition)
The Strategic Plan is
the “Road” to a Desired
Future State of the Organization
Use Hoshin to
remove the Big
Boulders, one at a Time
HOSHIN - ROADMAP
Use Continuous Improvement
to remove small obstacles
on an ongoing basis
Later
Later
Toyota Way – 4P
Philosopy (Management decisions based on long term thinking)
Processes (Perfect processes without waste )
People and Partners (Respect, challenge and improve
leaders, teams and partners)
Problem
Solving (Go and see yourself,
decisions by
concensus and
reflection)
Copyright 2007
Lean Associates,
Inc.
859-552-5326
…“ listening the customer,
with the principles of
respect for people and
contribution to society,
while progressively getting
rid of wastes; and
authorized workers creating
value while constantly
looking for perfection ”
Toyota Management System
TMS (Toyota Management System) TDS (Toyota Development System) Total TPS (Total Toyota Production System) TMSS (Toyota Marketing & Sales System)
Design
Engineering
Production
TPS
Marketing
Concept
Marketing Design
Production
Concept
Product Concept
TDS
TMSS
TMS
Production
Design
Sales, After sales
and CRM
Total TPS
Benchmark – Toyota Way
The Toyota Way
2001 is an ideal, a
standard and a
guiding beacon for
the people of the
global Toyota
organization.
It expresses the
beliefs and values
shared by all of us.
Hoshin Kanri = Direction Management
Function Hoshin
Division Hoshin
Department Hoshin
Individual Priority Themes
OJD
P/S
Horizontal Alignment
Vertical A
lign
men
t
Company Hoshin
Every Lean Organization Must
Address
• Purpose – Provide value to customers and society in order to prosper.
• Process – Through smoothly flowing value streams for design, make, and use.
• People – By engaging every employee touching value streams (including support streams) to sustain and improve the flow.
Seeing the Waste
Value & Work Flows Across Functions
Sales Marketing
R&D
Supply
Chain
Human
Resources
Finance IT
Expanding the Business
Fulfilling Customer Orders
Cultivating People, and Creating Leaders Big
hori
zon
tal
bu
sin
ess
pro
cesse
s
Most important problems are cross-functional Suppliers Customers
• Focus - Production
• Budgets, SOP’s
• Make the numbers
• Leaders separated from the work
• People’s ingenuity used to “beat
the system”
• Supervisors “manage” people
Horizontal
• Focus - Process
• Purpose
• Make problems visible
• Leaders focusing on the work
• People’s ingenuity used to
“improve the system”
• Supervisors work with the people
to solve problems
Vertical
Purpose
Profit
Long Term
Success
Contribute to
Economy
Contribute to
Society
Good Quality
Long Term
Mutual
Prosperity
A Paycheck
Growth
Good Benefits
A Safe
Workplace
Meaningful
Work
Company Goals Employee Goals
Mutual Trust
Respect
Partnership
A Partnership between an Organization & its Employees
Mutual Trust
Continuous
Improvement
Organization provides Stable Employment &
Sustains or Improves Working Conditions
Employees Contribute Efforts to Realize
Company Objectives
Organizational
Prosperity is
achieved
through
Continuous
Improvement
Employees
Satisfaction is
experienced
through the
Continuous
Improvement
Process
Safety Quality Productivity Cost HR
Make problems & opportunities
for kaizen visible.
Standardized Work, 5-S
Visual Control (Andon, Line-stop, Visual Management)
Problem Solving
PD
CA
Standardized Work, 5-S Standardized Work, 5-S
Visual Control & Management
Set up
Standard
Check
Abnormality
Kaizen
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Our Acquaintance with Lean & Formation
of the Turkish Lean Institute
1994 Machine that Changed the World (MIT IMVP)
Koç 2000 Customer and Quality Oriented Management
Project - Preparation to EU Customs Union
Lean Thinking, Meeting James Womack
1998 First Lean Summit in Istanbul
2002 Formation of the Turkish Lean Institute
Progress from 2002 to present
Present Customer Base
Lean Global Network
• Lean Institute USA, 1997
• Lean Global Network, 2009
• Lean Institute Turkey, 2002
• Established in 2002
• Total 23 consultant/trainers & 5 admin people
• Trainers with minimum 10 years of industry experience
Books
Training Programs
Conferences / Seminars
Implementation Support
Successful Business Cooperations
21.8% of the Top 500 companies of Turkey
and also
46 of the Top 250 companies operating in
Bursa area
BTSO OSB – Bursa Main Industrial Zone
The Oldest and Largest Industrial Zone of Turkey
within Bursa Province has been one of our key
accounts with their full satisfaction.
We work with the Zone Authority for a Lean
Transformation Project. This cooperation gives
solid benefit for all the shareholders :
• Turkish State,
• Zone Management and People working within the Zone,
• 206 Companies in the Zone,
• Local Government and Bursa İnhabitants
Lean Institute Turkey – From 2002 to
Future
Yalçın İpbüken
President Ali Yalçın
Board Member
Ülkü Kulaç
Secretary General –
Consultant
Lemi Güngördü
Board Member –
Consultant
Nezih Soydan
Vice President –
Consultant
Cevdet Özdoğan
Vice President –
Consultant
Funda Şenyıldız
Consultant
Kürşat Kaya
Consultant Sabri Yalçın Akdemir
Asuman
Filiz
Bülent Sönmez
Consultant
Hüsrev Yaman
Consultant
Cezmi Aytekin
Consultant
Murat Bedük
Consultant
Seçkin Yılmaz
Consultant
Gülşen Demirkol
Office Manager
Murat Ihlamur
Board Member
İzzet Aytekin
Consultant
İsmail Baş
Consultant Buket Kanber
Special Projects
Responsible
Çiğdem Çınar
Office Staff
Can Yükselen
Consultant Sedat Canoğlu
Consultant
İdris Aydın
Consultant Ömer Faruk Tekin
Consultant
Sibel Börekçi
Consultant
Murat Kuter
Consultant
Hakan Akgül
Consultant
Customer profile
• Total of 288 companies from different sectors, 88 transformation projects led by Lean Institute Turkey
Some of our References