applying tps in the philippine context - us-asean sme … · standard; if you can set a ......

Applying TPS in the Philippine Context

Alden M. Sapit TOYOTA MOTORS PHILIPPINES CORP.

29 January 2016

Acacia Hotel, Alabang, Muntinlupa City

Pursuing Self-Reliance Through Kaizen Initiatives



PROBLEM STRATEGY CHALLENGE KAIZEN INITIATIVES

KEY LESSONS

Outline of Presentation

2003 2008 2010 2012 2016 2018 a. ASEAN 5% 5% 5% 0% 0% 0%

b. JAPAN 30% 20% 20% 20% 20% 20%

b. KOREA 30% 30% 30% 20% 5% 5%

c. CHINA 30% 30% 30% 20% 20% 5%



Can’t survive without… Cost

Competitiveness

Increasing Cost of Company

2003 2008 2010 2012 2016 2018 a. ASEAN 5% 5% 5% 0% 0% 0%

b. JAPAN 30% 20% 20% 20% 20% 20%

b. KOREA 30% 30% 30% 20% 5% 5%

c. CHINA 30% 30% 30% 20% 20% 5%

Possible Threat

Strong Competitors

Maintain Profitability


KEY LESSONS



KPI LINKAGE OVERVIEW


KEY LESSONS



KPI LINKAGE IMAGE


KEY LESSONS



KPI TREE


KEY LESSONS



ROAD MAP


KEY LESSONS



ROLL-OUT OF PLAN

From Top (Management)

To Bottom (Team Members)


KEY LESSONS



ROLL-OUT OF PLAN



Direction must be understood


KEY LESSONS



ROLL-OUT OF PLAN



Direction must be understood

Develop and equip Team

Members to be PROBLEM SOLVERS


KEY LESSONS



Toyota Production System

Create a Problem Solving Culture


KEY LESSONS

Applying TPS in TMP



Toyota Way and Toyota Business Practice(TBP)


KEY LESSONS



Problems

TMP’s thinking…

A problem is a negative word or a bad thing. In effect: • Problems are hidden

by workers • The opportunity to

improve or identify points for kaizen is hindered

Others’ thinking…

Problems are GOLDEN EGGS for Kaizen


KEY LESSONS



Problems

TMP’s definition

IDEAL SITUATION * Standard; if you can set a

clear standard

CURRENT SITUATION

PROBLEM * The gap between the ideal

situation and the current situation


KEY LESSONS



Problems

TMP’s thinking…

• Problems are disguised KAIZENs. We need to aggressively uncover them!

• Knowing what didn’t go well so we can make it better.

• You can’t solve a problem unless you admit it.

No one has more trouble than the person

who claims to have no trouble.

(Having NO problem is the BIGGEST problem of all)

- Taiichi Ohno

”

“ PROBLEM STRATEGY CHALLENGE KAIZEN

INITIATIVES KEY

LESSONS



3 Essential Attitudes

1. Insatiable

2. Relentless

3. Abnormal but Sane


KEY LESSONS



1. Insatiable

Adj. (of an appetite or desire) impossible to satisfy; “an insatiable hunger for success” • Is there a problem? • Could it be better?


KEY LESSONS



2. Relentless

• Minor lang ‘yan! • Allowable error ‘yan. • This happened by chance. Mindset: Any variation, however, small it seems, is hinting at a problem.


KEY LESSONS



Abnormal – having a problem is not bad • Western way – a problem is something you AVOID, something you

HIDE • Toyota way – a problem is something you SOLVE and you CREATE;

something you VISUALIZE

Relationship to Toyota Way • Respect • Continuous Improvement

Mindset: Finding problems and taking countermeasures is the only way towards continuous improvement



KEY LESSONS



“Danger” (Wei)

“Opportunity” (Ji)

Crisis (in Chinese)


”

“


KEY LESSONS




Insanity is doing the SAME things

and expecting DIFFERENT results.

- Albert Einstein

”

“


KEY LESSONS



Problem Identified

Root Cause Analyzed

Countermeasures Developed

Resistance to Change

Countermeasures Developed

Problem Identified

Root Cause Analyzed


KEY LESSONS



Resistance to Change Most organizations operate using consuming, laborious & cost ineffective methods when better methods or means for improvement are available


KEY LESSONS




KEY LESSONS



Resistance to Change

What do Employees Resist? Why do Employees Resist?

The Type of Change

Introduced

The Way The Change is Introduced

Change is an imposed decision, not a conscious

one

It is a move out of “Comfort Zone” or

“The Way We Do Things”

There are apprehensions regarding job security,

workload & work pay, etc. during Transition Phase


KEY LESSONS



1. Consider different people 2. Work with values and beliefs 3. Understand and relate to needs and problems 4. Tailor your message to your audience

Dealing with Resistance to Change


KEY LESSONS



1. Consider different people Dealing with Resistance to Change

Identify: • Starters • Wall flowers • Parking lot boys


KEY LESSONS



2. Work with values and beliefs Dealing with Resistance to Change

• Assess what’s important to people with regard to the change at personal, professional and organizational levels

• Understand and relate to what people consider important


KEY LESSONS



3. Understand and relate to needs and problems Dealing with Resistance to Change

• For all key players, assess “what’s in it for me?”

• Understand people’s

problems and needs from different perspectives


KEY LESSONS



4. Tailor your message to your audience Dealing with Resistance to Change

• Do “homework”—get to know what’s important to individuals and groups

• Keep the message as simple as possible

• Use both informal & formal communication

• Highlight pay-offs from change • Use case studies and examples

to show benefits


KEY LESSONS



Rising up to the challenge

To deal with challenges, it is important to: • Make your people feel significant and involved • Build a better working atmosphere • Create a sense of ownership, good communication

and cooperation with Team Members

Key point: Know your team members


KEY LESSONS



Involving and empowering employees

• In TMP, all employees are called Team Members. They are considered the company’s most important resources.

• Team Members in Toyota are given the learning tools, methods, opportunities and knowledge to develop their mindset and skills and be good Problem Solvers.


KEY LESSONS




• Suggestion System • QC Circle • Jishuken • Hiyari-Hatto • Stop-Call-Wait • Hoshin Kanri

Some TMP Activities and Practices


KEY LESSONS




• All Team Members are welcome and encouraged to submit their ideas for improvement (voice out and give value to their creative ideas)

• It recognizes the valuable contributions of Team Members in the improvements they make in their respective work areas and processes

• Monetary rewards are given for their implemented suggestions

Suggestion System


KEY LESSONS




• Small groups in TMP conduct this activity for solving problems using the basic QC principles and the QC tools

• Competitions are held twice every year to recognize outstanding QC Circle activities done and to share their good results and best practices in promoting positive and continuous improvement

QC (Quality Control) Circle


KEY LESSONS




• Well known practice at TMP where Team Members outside their group / shop form groups to give a different but effective approach (“a fresh pair of eyes”) to do kaizen and complement the regular improvement at line level.

Jishuken Welding

Painting

Assembly Parts Fabrication

MHO

Welding Line


KEY LESSONS




• Activity done to prevent the possibility of accidents in the workplace and enhance Team Members’ awareness of possible work hazards

• Team Members are given proper safety reminders and trainings to become safety conscious and are encouraged and involved in identifying possible areas of safety concern

Hiyari-Hatto


KEY LESSONS




• Team members on-line have the responsibility to STOP a process when something abnormal (defective) occurs, CALL for the leader’s support and WAIT for support to arrive before proceeding

• This practice supports BUILT-IN QUALITY—stopping to fix problems to get the quality right from the first and not pass problems to the next process

Stop-Call-Wait (SCW)


KEY LESSONS




• Team Members help identify key focus points and strategies to steer towards and achieve the Company's vision

• Enables Team Members to “see” where the group / department / division / company is going and partake in preparing the plans on how to get there (build plans and strategize as a Team)

Hoshin Kanri


KEY LESSONS



Promoting the TPS culture

Provide exposure trainings and share TPS best practices to improve production and services and responsibility to deliver their best output.

• TSC-TPS Society • D-ICT Program

Kaizen development programs for dealers and suppliers


KEY LESSONS




• Strengthen and improve JIT level of member-companies through skills level-up and expand knowledge though lectures, workshops and Jishuken activity participation

• Take the lead in the sustainability of lean manufacturing and spearhead the promotion and establishment of Jidoka in their company in support to TMP’s vision for improvement

TSC-TPS Society Toyota Suppliers Club (TSC)


KEY LESSONS




• Strengthen and improve skills and knowledge of Dealer Kaizen Leaders though lectures, workshops, trainings and exposure to different Toyota principles and operations at the plant and in the office

• Develop kaizen ability and understanding as well as promote kaizen culture to improve operations at Toyota dealers

D-ICT Program Dealer Inter-Company Transferee Program


KEY LESSONS




Key factors to be able to accomplish milestones set and be able to sustain good performance in attaining self-reliance

• Problem solvers

Enabling your Team Members to be:

• Able to handle change

• Involved and empowered


KEY LESSONS




• Show strong and visible commitment

• Participate directly in performing TPS

• Give advice to and motivate middle management

Top Management

3 Success Factors All Employees Company

• Make work site to be in visualized condition

• Participate 100% in putting TPS to work

• Set clear objectives and framework to put TPS to work (e.g. skill development, leader development, etc.)


KEY LESSONS



7 Steps in Genba Management


KEY LESSONS


Spirit of TPS = RESPECT HUMANITY

Everyone wants to contribute

Excess energy is put into non-value added work

Change muda into work

Rationalization ≠ Forcing Work


KEY LESSONS


Respect Humanity

Kaizen spirit rises, and Kaizen progresses

Everyone can get good results, and value rises

Motivation

Joy of Creation

Spirit of TPS = RESPECT HUMANITY


KEY LESSONS


KAIZEN NEVER ENDS

Standardized Work

Cause Investigation

Problem Finding KAIZEN

Do not be satisfied with things as they already are— IMPROVE CONTINUOUSLY!

Time

Improvem

ent and D

evelopment

Shorten Maintenance Time and Raise the number of Kaizen


KEY LESSONS

In closing,

In closing,

“Stay Lean, Stay Sane”

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