how the “lean tools” drive

3/19/2021

1

How the “Lean Tools” Drive

the Scientific Mindset

… if you let them.

Tools + Mindset =

Respect for People

… if you let them.

3/19/2021

2

© 2021 Novayama LLC / Mark Rosenthal. All Rights Reserved

Industrial Engineering Approach to Improvement

Apply a mathematical “Learning Curve” to estimates and calculate future performance.

Assumption: People will figure out how to do it faster over time, but we don’t know exactly how.

Result: Pressure on front-line leaders to “make budget” and “stay on schedule”

Not exactly respectful.


A Thursday Afternoon: Summer 1997

5 Day Kaizen Event (with Mr. Shimura from Shingijutsu).

Developed awesome standard work cycle.

In spite of the possibilities, I knew it would all be gone next week.

A “Model Line” isn’t for “demonstrating what lean can do.” The purpose is to learn how to do it.

Specifically, it is for learning how to clear the obstacles that come up as you try to flow the work.

“showing what I know how to do.”

3/19/2021

3


Clash of Expectations

Implementing the Tools: Failure Mode (at least one of them)

Expectation that one-by-one flow eliminates problems and make things easier.

Rapid changes to the process; implement takt, flow, pull.

Leaders (especially line leaders) overwhelmed by problems.

SURPRISEProblems Surfaced






Traditional responses that suppress problems.

Things look better. Perception of fewer problems.

SURPRISEProblems Surfaced

“This lean stuff doesn’t work.”

Less emphasis on flow.

Diminished expectations about improvement.

3/19/2021

4





Problems Surfaced

This part is working perfectly.





Problems Surfaced

This part is working perfectly.The first problem is here.


The second problem is leaving team members and line leaders with no process for dealing with unexpected obstacles.

The third problem is introducing change faster than people can cope.Rapid

How can people feel respected in these conditions?Remember from Dorsey:

Intention ≠ Impact

3/19/2021

5


The Toyota Way 2001

ContinuousImprovement

RespectFor People

Challenge KaizenRespect &

Develop PeopleTeam Work & Accountability

Go & See to Learn

Toyota Way 2001 House: Made Principles Explicit for Overseas Operations

Top-LedTransformational

Middle-LedOperational

Bottom-LedDaily Management

ScientificThinking

From Jeff Liker: KataCon7, 2021

Lets go back in time.


Just-In-

TimeJidoka

Leveling / Standardization

Construct a Hypothesis(Target Condition)

Continuously Test that Hypothesis

“Stop and respond to any abnormality”

“One-by-one Confirmation”

Control your variables

The Classic TPS ModelThis is a mechanism to build “respect for people” into the production system.

3/19/2021

6


Just-In-

TimeJidoka

Leveling / Standardization

“Stop and respond to any abnormality”

“One-by-one Confirmation”

The Classic TPS Model

Let’s look at one instance of how that works.

3/19/2021

7


1 2 3 4 6 7

8 9 10 11 12

SHO

FUL

EQU MFL3 COV TEMP

1 2 3

5

4 5 6 7

8 9 10 11 12

FINAL 2

QCI

C

AIR

4

3/19/2021

8


1 2 3 4 6 7

8 9 10 11 12

SHO

FUL

EQU MFL3 COV TEMP

1 2 3

5

4 5 6 7

8 9 10 11 12

FINAL 2

QCI

C

AIR


Why did the Team Leader want that bolt?

Question:

Hint: What did he do with it?

The team leader ran a real-time experiment.

3/19/2021

9


Experiment:

Perform the intended standard work step exactly as the Assembler should.- Same parts.- Same tools.- Same car.

I expect to learn if the Assembler had the parts, tools, conditions that are required for him to succeed.

I was able to install the fastener normally and clear the andon before the fixed stop position.

There is no evidence of non-standard parts, tools, conditions.

The Assembler likely just fumbled the bolt trying to chuck it into the tool.

Next Step What is expected. What actually happened? What did I learn?

Since the standard condition has been restored, allow the work to proceed.

To learn if this was a one-off event, or happens again.

Key Point: This “experiment” is deeply embedded in the Team Leader’s standard work.

This is the immediate, automatic, response.


What would have happened if the bolt didn’t fit?

Question:

1 2 3 4 6 7

8 9 10 11 12

FUL

SHO

EQU MFL3 COV TEMP

1 2 3

5

4 5 6 7

8 9 10 11 12

FINAL 2

QCI

C

AIR

3/19/2021

10



Question:

1 2 3 4 6 7

8 9 10 11 12

FUL

SHO

EQU MFL3 COV TEMP

1 2 3

5

4 5 6 7

8 9 10 11 12

FINAL 2

QCI

C

AIR



Question:

1 2 3 4 6 7

8 9 10 11 12

FUL

SHO

EQU MFL3 COV TEMP

1 2 3

5

4 5 6 7

8 9 10 11 12

FINAL 2

QCI

C

AIR

3/19/2021

11



Question:

1 2 3 4 6 7

8 9 10 11 12

FUL

SHO

EQU MFL3 COV TEMP

1 2 3

5

4 5 6 7

8 9 10 11 12

FINAL 2

QCI

C

AIR


The Team Leader is respected by escalating the problem.

Using the Tools with Respect

Nobody had to make the decision to “stop the line.”

The line was stopped by an uncleared problem.

People make the decision when it is OK to restart the line.

3/19/2021

12


The Toyota Way 2001


RespectFor People



Go & See to Learn

Toyota Way 2001 House: Made Principles Explicit for Overseas Operations




ScientificThinking


With purpose to:

To be respectful, leaders, at all levels must be aware of the obstacles that the tools surface.

Active Coaching is what makes leaders aware of conflicts between expectations and reality.


The Toyota Way 2001


RespectFor People



Go & See to Learn





How respectful are we being if we expect transformational culture change to originate in the middle and bottom tiers?

Respect from Leadership

Do we expect middle managers to make changes that tank the metrics that they are judged by? How do you know?

To be respectful, leaders, at all levels, must be aware of the obstacles that the tools surface.

: It isn’t just technical obstacles.

3/19/2021

13


What should be happening?

What is actually happening?

Planned vs Actual Output

Thought Experiment: Let’s reverse the problem.

If you wanted your process to subtly make people afraid to report problems, what would be the first thing the Team Member hears after she records a “miss” on the board?

Now – compare this “anti-target condition” with your actual condition now. What really happens?


Do we even know what the problem is?

Or is this just evidence of a problem.

So what IS the problem here?

How would our impact on the people change if we treated a “5S violation” as previously unknown information instead of a discipline problem?

How is a 5S Audit Score respectful of the people working in that area?

(Hint – think about what Deming would say about it.)

3/19/2021

14


What Respect for People Means (at least to me)

People come to work every day knowing they will go home successful.

If they are not succeeding, they find out right away.

And the weight of the entire organization will be brought to bear to help them succeed.

The “lean tools” like takt time, flow, pull, standard work, canhelp to do this if they are used correctly.

The mindset of “develop people’s thinking and problem solving skills” makes sure this happens without hurting anyone.

Otherwise the tools just tell people they are failing.


The Classic Tools Have Sharp Edges

Wielded with skill, they can help cut to the truth and deeply engage people in the process of self-development.

Used casually or forcefully, they can wound your people and your process.

Ask yourself: “How does creating flow in this process enable the people to learn?”• Or kanban• Or 5S• Or takt time• Or….

If there isn’t a clear and immediate answer to that question, what does that say about intent?

3/19/2021

15


Possible thoughts for the breakout session

Continue the thought experiment.

What about 5S?

What about kanban?

How about kaizen events?

How would we deploy the “lean tools” if we wanted to “make people feel wrong” when things backslide?

How does that compare to what we actually do?

How about Toyota Kata?

3/19/2021

16

Fade to Black

how the “lean tools” drive

Documents