Tony
McNaughton now has a global reputation as an expert
in the implementation of Lean. He has been supporting
companies outside of the Toyota network now for many
years in many countries and many industries. The results
have been amazing.
The
sustainability of these company transitions even more
so.
During
this time, a solid global network has developed with
fellow Toyota TPS veterans.
Lean
Thinking uses this network of purebred former Toyota practitioners
to support companies in many industries around the world.
This ensures a consistent approach and understanding. We
can help your company as well.
“What
we do with our clients is simply based upon the methodologies
we were taught from many years of practical experience at
Toyota. What sets us apart from other consulting companies
is the flexibility to leverage our global network and place
the right consultant for the right purpose. This delivers
the right outcome for the client”
Introduction
We
can find the right consultant for your needs anywhere
in the World!
Lean
Thinking uses a proven methodology with clients in its
approach. Based upon years of experience working with
Toyota suppliers to implement lean, the approach is
as follows;
Deeply
analyse and understand the current situation.
Initial
Pilot Activity. Create a working model line or value
stream based on lean principles. (Using the PDCA
cycles of learning)
Integration.
Replicate to other areas while taking the pilot
to the next level of improvement.
Regardless
of the industry- (Manufacturing, Finance, Healthcare
or perhaps Retail and Tourism) – the approach begins
by understanding the actual situation where the work
is being performed.
This
may seem simplistic; however the need to deeply understand
the actual situation (versus what should be happening)
is exactly what leads us to create a base line understanding
of the “real current state”
Becoming
lean is relative to your current situation.The path forward is based upon the company’s
understanding of their reality against the principles
of lean. The path forward is a step by step approach.
Lean Thinking consultants have the experience to be
the sensei
(teacher) on this journey.
The
activity is structured to ensure a “learning by doing”
approach. Process improvement without acquisition of
knowledge and lean skills is a superficial outcome and
has been proven to be not sustainable.
Approach
As
a guideline, the following would be the typical of the
methodology used;
1.Preparation.
(1 – 2 days) (2 – 4 weeks in advance
of start date)
a.
View operations with key leadership stakeholders.
b.
Identify suitable pilot value stream for activity.
c.
Clarify expectations and the role of leadership.
d.
Confirm participants for initial activity.
e.
Develop Communication Plan for all employees.
2.IInitial
Analysis. (1 – 2 weeks)
Cross
functional team including a representative from top
management. Team size depends on size of organization.
Around 5 – 8 members - ideally from within the value
stream.
a.Create
the Material and Information Flow Diagram (Value Stream Map) of
the selected pilot.
i.Initial
draft – clarifying customers perception of “value”
ii.Validate
information by actual checking of the processes.
iii.Clear
identification of the points of mura
and muri
iv.Communicate
with pilot line key members for confirmation. Nemawashi (Groundwork / lobbying)
b.Develop
a Future State Map and Action Plan for the pilot.
i.Provide
training in appropriate lean thinking and methodology
to enable the team to create the future state model
line.
ii.Validate
with leadership and process owners the proposed future
state and plan.
Tatakidai
(Proposal / Discussion)
Seishiki
(formal approval)
3.Pilot Line Implementation Activity. (6 – 12 months typically)
a.Introduction
of visualization of abnormalities and real time practical
problem solving activity (RTPS) at the process.
b.Application
of lean methodology and team member training to achieve
the following;
i.Stability
ii.Flow
iii.Pull /
Level
iv.Kaizen
c.Daily
follow up by Process Leaders to practice the Lean Leadership
roles and behaviours.
d.“Learn
by doing”
together and reflecting on progress and issues.
e.Continuous
communication of activity and results to all employees.
4.Integration
(2 – 5 years typically)
Scope
of expansion depends on the following:
a.Will of
Senior Leadership
b.Robustness
of the pilot line for sustainability.
c.Capacity
of the organization to expand.
d.Ability
of the model line members to support and guide the expansion
to other areas as the “internal sensei”
Note:
The External Consultant plays a lesser role of providing
coaching - allowing the company to take the lead and
integrate the activity as “part of normal business”
Ability
to build company-wide capability through structured
training and application of lean thinking and methods.
Success
Factors
Founder
of the Toyota Production System – Taiichi Ohno was once
quoted as saying “No
company will be able to successfully apply TPS unless they are
facing a crisis”
He
believed it was this crisis which forced Toyota to explore and
breakthrough with their Toyota Production System.
Many
companies have implemented lean. Not all are truly successful
in their efforts. To ensure your success with the
implementation of Lean it is important to understand some of
the key factors. Companies that have realized a sustainable
transformation have some common key success factors;
·
Senior Leadership actively engaged in the activity at the
process
·
Company functions are aligned and share a common philosophy,
principles and concepts of the company direction. (Hoshin
Kanri)
·
Change is managed through the core business process
owners
Internal
“lean experts” play a coaching role to support the
core
Accountability
is clearly defined and rests with Management
·
Lean is not perceived as “a program”
Toyota
have been on this journey for 60 years and they admit
there is still so much waste
Some
companies use the term “company lifestyle change”
·
Strong supporting department engagement for kaizen
Maintenance
/ Engineering have strong kaizen capabilities and
responsiveness
Supporting
Business Departments are pulled in to breakthrough
problems and process / system improvement opportunities
·
Emphasis is on creating a heightened understanding of flow.
Issues
that stop the flow of value are taken very seriously
Muri
and Mura
are considered Management responsibility
Not
a “tools based approach”
Selection
of “Lean team members” are the future company leaders
Introduction
