Companies trying to make the lean leap often make the mistake of taking on too many initiatives at once and not aligning their activities to actual needs. Failing to complete the initiatives leads to delay, discouragement, and diverts resources from activities
that should — and can — be accomplished.
Strategy Deployment, also called policy deployment, hoshin kanri, or hoshin planning, is Toyota’s strategic planning system. It matches available resources with key activities so only activities that are desirable, important, and achievable are authorized.
Course Benefits and Outline
In this two-day workshop, you will use interactive case studies and exercises to learn how to focus and align activities, and involve all levels. You’ll also learn how to apply the scientific method of plan, do, check, act (PDCA) to consistently achieve required results, encourage clear thinking, break down barriers, and facilitate cross-functional management. (You’re encouraged to bring actual planning problems to work on in the workshop!)
Topics include:
- Problems with conventional planning
- 9 wastes of knowledge
- The PDCA cycle in Strategy Deployment
- Using the “catchball” technique to create shared understanding
- The pacemaker department concept
- A3 thinking
- How to make the policy deployment system part of your culture
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Learn how Toyota and other companies have evolved a product development process that maximizes the knowledge growth at reduced lead-times. We will focus on how a lean product development process is better equipped to handle re-direction and interrupts from the market and how rapid cycles of learning with set-based concurrent development can prepare a product with greater flexibility and market potential while reducing risk.
You will also learn how to utilize a specially adapted version of value-stream mapping created specifically to deal with the complexities inherent in the product development process.
Workshop Benefits and Outline
You’ll learn the principles of lean product development and how these concepts and tools differ from lean manufacturing approaches, especially in the key objectives of creating knowledge and continuous improvement in product development. This two-day workshop will show you how to plan and complete a value-stream mapping project customized for product development so that the mapping team identifies and eliminates
the most common types of waste across multiple functions.
Topics include:
- Set-based concurrent engineering
- Designing to limits
- Learning cycles
- Narrowing processes
- Reuse of knowledge
- Handling interruptions
- Creating “supermarkets of knowledge”
- Discuss opportunities for implementation in your company
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While most organizations are able to produce “current-state” maps, many struggle with the process for creating “future-state” maps and corresponding implementation plans. All too often, the future-state map is just a drawing of a predisposed solution rather than the result of a rigorous thinking process. This workshop shows you the analytical process needed to create “future-state” maps and action plans to transform your organization and truly manage your organization by “value stream”.
Workshop Benefits and Outline
This workshop uses case studies, instruction, discussions, and hands-on exercises to guide you through the development of future-states based on analysis and lean principles so you move
beyond mapping into implementing.
Topics include:
- A quick review of value-stream mapping techniques
- A discussion of the most appropriate usage of the mapping process in the overall implementation of lean
- Methods and techniques for doing the analysis required to arrive at a future-state map
- Planning implementation of the future state using plan-do-check-act (PDCA) thinking and the A3 process
- Organizational structures and management processes needed to manage by value streams
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This workshop will help you transform knowledge of lean principles into action while facing the behavioral and social aspects of a transformation. Through a hands-on simulation, the workshop captures the spirit of the novel by having you practice applying core lean concepts such as just-in-time, jidoka, standardized work, and kaizen as you deal with the challenges of how to modify management and worker behavior so that the concepts deliver consistent results.
You’ll create an implementation sequence for the lean concepts and see the results of your implementation on the simulated company’s financial results, production processes, and human behaviors .Learning points will be made throughout the day, and summarized at the end for discussion and clear understanding.
Workshop Benefits and Outline
A key insight discussed at length in The Gold Mine is to “produce people before you produce parts.” You’ll find out how important that is and what are the organizational implications of such attitude changes. This workshop also develops an understanding of the linkages between lean principles and real-life implementation challenges: understanding, implementation methodology, and individual behavior.
Topics include:
- Gain a hands-on understanding of the main lean principles such as jidoka, standardized work, kaizen, and moving from push to pull.
- Have a clear vision of the lean transformation path: stability, flow, pull, and takt.
- Experience the lean improvement method by continuously resolving problems.
- Gain an insight into people dynamics, and how they can be influenced for a successful lean implementation.
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