Lean Problem Solving (1 Day Class)
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 methodologies in different circumstances (Problem Solving Flowchart, A3)
- Understand what it takes to develop concise problem solving A3's and or Problem Solving Flowcharts
- Understand and be able to explain the "thinking process" and infrastructure needed to sustain problem solving at all levels
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 to incorporate "evolutionary learning" into the company culture.
In order to build the culture of problem solving, an organization needs a "Community of THINKERS", working together on continuous improvement and the A3 problem-solving process which aligns with organization's business objectives. Their goal is to design a sustainable rigorous problem-solving process that is, in effect, an experimental test of any proposed changes.
In this workshop we will practice several of the problem-solving steps. We will also briefly discuss the infrastructure required to develop and sustain problem solvers, and touch on areas such as strategy deployment, standardized work, visual management and Go and See. "Go and See" will be a key component discussed within ALL the steps of the lean problem-solving process.
We will also discuss how to "bring to life" the Values a Company has set as their guiding principles or mission statements. We will do this by explaining the specific steps/actions to consider while using problem-solving process in daily activities.(i.e. – communication, buy-in, engagement, purpose, customer satisfaction and more). We will discuss each participants "Line of Sight" to the company goals or business plan (Hoshin), normally centered around the key performance indicators (i.e. Quality, Cost, Productivity, Safety, and HR Development).
This workshop introduces Lean Problem Solving as a teachable, scalable approach based on the scientific method (PDCA), which can be applied to the vast majority of your problems. 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.
- The lean problem-solving process
- How each step ties into PDCA
- How to use a Problem-Solving Flowchart
- "Line of Sight" Activity in order to align value added activities in your daily work.
- Tangible actions required to support and "bring to life" organizational values/principles.
- Relating problem solving and core lean activities
Who Should Attend:
- Managers at all organizational levels and change agents
- Organizations that want to institute company-wide change
Pascal is a professional engineer, author, and advisor to companies making the lean leap. He developed his lean skills at Toyota Motor Manufacturing Canada and by working with lean masters in North America and Japan. In leadership positions at TMMC, he supported the launching of several new models and the hiring and training of 2,000 new team members. He has supported lean implementation at leading international companies in sectors as diverse as automotive, process industries, heavy equipment, construction, and health care. The focus of his lean implementation work is strategic planning and execution (strategy deployment), quality, delivery and cost management, health and safety, and business process improvement.
Pascal is the author of Lean Production Simplified, Andy & Me: Crisis and Transformation on the Lean Journey, and the LEI publication Getting the Right Things Done – a Leader’s Guide to Planning and Execution, which have all won Shingo Research Prizes. His latest book is The Remedy: Bringing Lean Thinking Out of the Factory to Transform the Entire Organization. Pascal aids companies implementing lean through Lean Pathways, Inc.
LEI Faculty, President Honsha Associates
Sammy learned the Toyota Production System while working at Toyota Motors in Japan. For three years he underwent intense practical training at the Honsha Overseas Engineering Division in Toyota City. Then for 13 years, he implemented lean in a variety of Toyota facilities in Japan, Brazil, the United States, and Venezuela.
Sammy has hands-on experience implementing lean principles in other industries, including healthcare, construction, retail, and government. In all, he has helping over 300 companies on their lean journeys. He holds a master’s degree in technology management and has lectured at universities such as Stanford and Harvard. He currently aids companies implementing lean through Honsha Associates.
Co-Owner, LEI Faculty
Teaching Lean Incorporated
Tracey has over 29 year’s combined experience in different roles within Toyota and learned lean practices as a group leader at Toyota Motor Manufacturing Kentucky from 1988-1998. She was one of the first team members hired, with the fortunate opportunity to learn directly from Japanese trainers. As a group leader and quality circle advisor, she learned first-hand about lean tools and culture development.
For the last 19 years, as president of Teaching Lean, Inc. Tracey has worked with Toyota North American plants, and other companies on their lean journeys, helping them develop the capabilities of employees, including team members and company leaders. Using problem-solving and aligning daily activities with company business plans, she helps them create lean cultures that are the foundations for long-term sustainability.
Tracey is an active coach and contributor to LEI’s The Lean Post. She teaches several problem-solving and A3 workshops as an LEI faculty member. She is coauthor of the new book Toyota’s Engagement Equation.
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