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Learning to Lead at Toyota - Coggle Diagram
Learning to Lead at Toyota
Toyota Production System TPS
Experiments
Operations
New employee
Improve
First 6 weeks
25 changes were made
Reconfiguration of the work area
Relocating material stores
Changes
Reduced
Operational availability
Machines
Enough slack in work
Lessons learned
Workers and managers should experiment as frequently as possible
Making small incremental changes
Implementing a countermeasure
Complexity increase gradually
Managers should coach, not fix
Participative and inclusive
Enablers
Find oportunities
Act quickly
manager - worker relationship
Being a problem solver
Changes
Reduce the "overburden"
Reaching
Walking
Add value to the product
Learn to communicate
Methods quick and dirty
Report the ideas
Lessons learned
There's no substitute for direct observation
Watch employees work
Machines operate
Problems were evident
When failures ocurred
Proposed changes should always be structured as experiments
Test a hypothesis
Direct observation
Testable assumptions
Causes of failures
People's interactions
With machines
Relocate the swicth
Test and refine improvements
Observation of devices
The program
January 2002
Integration to the company
12 weeks
Help a group to improve
Productivity, ergonomic safety
No left to his own devices
Back to America
Instruction
Specific questions
Marked departure
Schedule for problems
Allocating responsability
Gaps
Expectations and reality
Understanding
Process
People
Product
TPS
Fully understand
Organization
Long history
Applies the rules
Designins its operations
Trains its managers
Good start
Replicating DNA
Toyota Production System
Training program
Toyota
Outperformed it's competitors
Quality, reliability, productivity, cost reduction, sales and market share