|
For
planned dates for this workshop please click here
Prerequisites:
This
workshop assumes you are familiar with basic lean terms and
concepts as described in Lean
Thinking by Jim Womack and Dan
Jones. Participants are encouraged to review “Decoding the
DNA of the Toyota Production System” (HBR Sept-Oct 1999) by Steven
Spear and H. Kent Bowen and the other references cited at the
bottom of this page in advance. Participants will get the
most benefit if they have some experience implementing lean changes
in an organization.
Description:
The Toyota
Production System creates a “community of scientists.” Toyota
uses a rigorous problem-solving process that is, in effect, an
experimental test of any proposed changes. In this workshop
we will explain Toyota’s powerful approach to problem solving and
the Four Rules that underlie it. We will practice using
actual case studies and explain what the Four Rules and the problem
solving method mean for management systems and behavior. We will
illustrate underlying mental models. Finally, we will discuss
infrastructure required to develop and sustain problem solvers, and
make explicit the link between problem solving and core lean
activities such as strategy deployment, standardized work, visual
management and human resources practices.
To create
and sustain problem solvers at all levels we need to link
problem solving to core management systems and behavior. The
explicit link between problem solving and lean activities such as
policy management, standardized work, visual management, human
resources management and “go see” (gemba) activities are
explained. You will learn how to do this simply and
effectively.
Benefits:
Sustaining
a lean transformation requires continuous problem solving by
everyone in the company. Success hinges on how well we
teach and apply a robust, shared problem solving method at all
levels. Toyota has been called “a community of scientists”
continually seeking a better way. The Toyota Production
System is an example of “evolutionary learning” - through problem
solving.
Lean
Problem Solving is a teachable, scalable approach based on the
scientific method, which can solve the vast majority of your
problems. It teaches clear thinking, reinforces lean
concepts and engages team members at all levels. When linked to
core management systems, it helps to strengthen standards and
build your lean management system organically, based on your
needs. It becomes the nervous system of the learning
organization.
Course
Outline:
In this
1-day, hands-on workshop, you will use interactive case studies and
exercises to learn a proven approach to solving problems (PDCA and
A3), both production and administrative. You will also learn
how to link problem solving to core management systems in your
journey towards a learning culture.
Problem
solving has been called the “DNA of the Toyota Production
System.” The world’s most successful companies are those that
develop problem solvers at every level. Specific
topics include:
•
The lean problem solving process
•
Four critical questions (of PDCA problem solving) and common
pitfalls
•
Use of SQDC check sheets and other data gathering and analysis
documents
•
The five levels of management capability
•
PDCA/A3 thinking and use of the problem solving A3
document
•
Infrastructure needed to sustain problem solving
•
Role and activities of the leader
•
Relating problem solving and core lean activities
Who
Should Attend:
Those who
would benefit from attending this workshop include:
•
Engineers, managers, supervisors, technical support personnel and
change agents
•
Organizations that want to institute company-wide change
•
Organizations that have experience with value stream mapping, and
want to implement lean in production and beyond
Learning
Objectives:
At the end
of this workshop you should be able to:
•
Follow the steps of the lean problem solving process
(PDCA)
•
Know how to use different problem solving templates in different
circumstances
•
Develop concise problem solving A3s
•
Understand and be able to explain management processes and
infrastructure needed to sustain problem solving at all
levels
Suggested
Reading:
“Decoding
the DNA of the Toyota Production System” (Harvard Business Review
Sept-Oct 1999), by Steven Spear and H. Kent Bowen
“Learning
to Lead at Toyota” (Harvard Business Review May 2004), by Steven
Spear
Lean
Production Simplified, by Pascal Dennis (Productivity Press
2002)
The
Toyota Way (McGraw-Hill New York: 2004) by Jeffrey
Liker
Getting the Right
Things Done, by Pascal Dennis
(Lean Enterprise Institute 2006)
Price:
$800 per
participant, payable in advance.
Discount of $100 each if one
person registers for two or more workshops at the same
location.
Discount of $100 each if two or more people from the same company
register for the workshop. |