Organized to Learn
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This presentation was prepared for the students of Bainbridge Graduate Institute as part of their Sustainable Operations Course. It addresses Toyota's organizational structure and its role in team member development and continuous improvement.
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Organized to Learn
- 1. Organized to Learn Prepared for the students of Bainbridge Graduate Institute MGT 564 Sustainable Ops – Winter 2012 Training Segment - Week 9 To be seen PRIOR TO Intensive weekend #3 Rev 4 – Jan 4, 2012 Note: This SlideCast has Audio. Please turn your speakers on!
- 2. MGT 564 - First Day of Class Roadmap
- 3. Operations Tools MGT 564 - First Day of Class Roadmap MRP Waiting Lines Forecasting Inventory Management
- 4. Operations Tools Lean Tools MGT 564 - First Day of Class Roadmap MRP Waiting Lines Forecasting Inventory Management Kanban Takt Time One Piece Flow 5S Standard Work Waste
- 5. Operations Tools Lean Tools MGT 564 - First Day of Class Roadmap MRP Waiting Lines Forecasting Inventory Management Kanban Takt Time One Piece Flow 5S Standard Work Waste TPS Genchi Genbutsu Heijunka Kaizen Muda Org Structure
- 6. Operations Tools Lean Tools MGT 564 - First Day of Class Roadmap MRP Waiting Lines Forecasting Inventory Management Kanban Takt Time One Piece Flow 5S Standard Work Waste TPS Genchi Genbutsu Heijunka Kaizen Muda Org Structure
- 7. Traditional Org Structure – Good Old Days Team Member { 10 - 15 } Team Leader { 3 - 5 } Supervisor { 2 - 5 } Asst. Manager { 2 – 4 } Manager
- 9. Traditional Org Structure – “Leaned out” Team Member { 10 - 15 } Team Leader { 3 - 5 } Supervisor { 2 - 5 } Asst. Manager { 2 – 4 } Manager
- 10. Traditional Org Structure – “Leaned out” Team Member { 10 - 15 } Supervisor { 2 - 5 } Asst. Manager { 2 – 4 } Manager
- 11. Traditional Org Structure – “Leaned out” Team Member { 10 - 15 } Supervisor { 2 - 5 } Asst. Manager { 2 – 4 } Manager Cell Lead
- 12. Toyota Org Structure - Assembly Trim Team Member Team Leader Group Leader Asst. Manager Manager Smallest Group - 4 TLs - 18 TMs Largest Group - 5 TLs - 23 TMs { 3 - 10 } { 2 - 5 } { 5 - 8 } { 4 - 10 } Charles
- 17. A Day in the Life at Toyota ( 1 of 5 )
- 18. A Day in the Life at Toyota ( 2 of 5 )
- 19. A Day in the Life at Toyota ( 3 of 5 )
- 20. A Day in the Life at Toyota ( 4 of 5 )
- 21. A Day in the Life at Toyota ( 5 of 5 )
- 25. Team Leader Daily Huddle
- 26. Typical Mini-company Glass Walls
- 27. Shop Floor Indicators Simple visual measures of key indicators that directly reflect workgroup performance by shift. Scrap or Yield Downtime Productivity Schedule attainment
- 29. Production Analysis Board 7-8:00 Time 1st Shift Actual Plan Comment 8-9:00 9-10:00 10-11:00 11-12:00 12-1:00 1-2:00 2-3:00 3-4:00 Time 2nd Shift Actual Plan Comment 4-5:00 5-6:00 6-7:00 7-8:00 8-9:00 9-10:00 10-11:00 Hour 1 2 3 4 5 6 7 8 9 10 11-12:00 Time 3rd Shift Actual Plan Comment 12-1:00 1-2:00 2-3:00 3-4:00 4-5:00 5-6:00 6-7:00 20 20 20 20 20 20 20 20 20 40 60 80 100 120 140 160 20 20 20 20 20 20 20 20 20 40 60 80 100 120 140 160 20 20 20 20 20 20 20 20 20 40 60 80 100 120 140 160
- 30. Production Analysis Board 7-8:00 Time 1st Shift Actual Plan Comment 8-9:00 9-10:00 10-11:00 11-12:00 12-1:00 1-2:00 2-3:00 3-4:00 Time 2nd Shift Actual Plan Comment 4-5:00 5-6:00 6-7:00 7-8:00 8-9:00 9-10:00 10-11:00 Hour 1 2 3 4 5 6 7 8 9 10 11-12:00 Time 3rd Shift Actual Plan Comment 12-1:00 1-2:00 2-3:00 3-4:00 4-5:00 5-6:00 6-7:00 20 20 20 20 20 20 20 20 20 40 60 80 100 120 140 160 20 20 20 20 20 20 20 20 20 40 60 80 100 120 140 160 20 20 20 20 20 20 20 20 20 40 60 80 100 120 140 160 Hour by hour Process Metric Outcome Metric In support of achieving the daily
- 33. Team Leader Daily Huddle
- 34. Mini-companies at Delta Faucet
- 36. Toyota Training / Development Matrix (1995)
- 37. Toyota Training / Development Matrix (1995) Programs aimed specifically at Coaching & Continuous Improvement
- 41. Toyota’s “Kata” for Continuous Improvement
Hinweis der Redaktion
- 5/13/95 Conversation with Charles Luttrell, Assembly A/M Charles is A/M for Assembly Trim Area . He has 6 GLs reporting to him. His largest and smallest groups are shown above. He said Assembly is shooting for 1 TL for every 4.5 TMs. This goal is based on years of experience as to what is a manageable team size. Their target for TLs is that they should be on-line 50% of the time. Not up to 50%, but actually on-line 50% of their time. Chassis Area has 1 A/M with 5 groups. Final Area A/M has 6 groups. In addition, each A/M has a functional responsibility for the department; I.e. cost, productivity, quality, etc. They sit on ad hoc committees and perform other activities for the whole shop regarding their functional area.
- 5/13/95 Conversation with Charles Luttrell, Assembly A/M Charles is A/M for Assembly Trim Area . He has 6 GLs reporting to him. His largest and smallest groups are shown above. He said Assembly is shooting for 1 TL for every 4.5 TMs. This goal is based on years of experience as to what is a manageable team size. Their target for TLs is that they should be on-line 50% of the time. Not up to 50%, but actually on-line 50% of their time. Chassis Area has 1 A/M with 5 groups. Final Area A/M has 6 groups. In addition, each A/M has a functional responsibility for the department; I.e. cost, productivity, quality, etc. They sit on ad hoc committees and perform other activities for the whole shop regarding their functional area.
- 5/13/95 Conversation with Charles Luttrell, Assembly A/M Charles is A/M for Assembly Trim Area . He has 6 GLs reporting to him. His largest and smallest groups are shown above. He said Assembly is shooting for 1 TL for every 4.5 TMs. This goal is based on years of experience as to what is a manageable team size. Their target for TLs is that they should be on-line 50% of the time. Not up to 50%, but actually on-line 50% of their time. Chassis Area has 1 A/M with 5 groups. Final Area A/M has 6 groups. In addition, each A/M has a functional responsibility for the department; I.e. cost, productivity, quality, etc. They sit on ad hoc committees and perform other activities for the whole shop regarding their functional area.
- 5/13/95 Conversation with Charles Luttrell, Assembly A/M Charles is A/M for Assembly Trim Area . He has 6 GLs reporting to him. His largest and smallest groups are shown above. He said Assembly is shooting for 1 TL for every 4.5 TMs. This goal is based on years of experience as to what is a manageable team size. Their target for TLs is that they should be on-line 50% of the time. Not up to 50%, but actually on-line 50% of their time. Chassis Area has 1 A/M with 5 groups. Final Area A/M has 6 groups. In addition, each A/M has a functional responsibility for the department; I.e. cost, productivity, quality, etc. They sit on ad hoc committees and perform other activities for the whole shop regarding their functional area.
- 5/13/95 Conversation with Charles Luttrell, Assembly A/M Charles is A/M for Assembly Trim Area . He has 6 GLs reporting to him. His largest and smallest groups are shown above. He said Assembly is shooting for 1 TL for every 4.5 TMs. This goal is based on years of experience as to what is a manageable team size. Their target for TLs is that they should be on-line 50% of the time. Not up to 50%, but actually on-line 50% of their time. Chassis Area has 1 A/M with 5 groups. Final Area A/M has 6 groups. In addition, each A/M has a functional responsibility for the department; I.e. cost, productivity, quality, etc. They sit on ad hoc committees and perform other activities for the whole shop regarding their functional area.
- Traditional org structure – 1 Supervisor might have 3 areas like this. Versus Toyota that has 1 Group Leader and 3 Team Members
- Distribute 11 x 17 page sheets to class Discuss line by line
- Quiz Question - Reinforce “ What is Span of Control and why is it important?” Answer: It determines how responsive and effective a floor leader will be in supporting his / her workers and processes.
- Once we got past the first blush of line rebalancing, gross elimination of waste, better process flow, team member training, etc. The looming question became, “Where do we go from here? How do we drive continuous improvement in a systematic fashion?” It would often take 2-3 years to get to this point, but invariably we would get to this challenge. The method that I was using most recently was a more methodic problem solving approach; i.e. Hi-Tech 12-step illustration. / Typical Toyota A-3 style of problem solving. Typically, this effort was backward looking (biggest problem from the last 30/60/90 days). It was also heavily reliant on past data and paretos. Typically the time frame would be 30-60 days… and most people become comfortable with this… i.e. sense of urgency often diminished.
- Display poster samples of other Shop Floor Indicators (Daily Data - 5 Key Forms.xls) Why Important?? Sets clear target Can see at a glance the trend over time. Other…….
- High Visibility Shift-to-shift comparison Daily team meeting to review performance. T/L log for shift-to-shift communication and documentation of problems.
- 3 Teams: > Frames > Backs > End Panels Key Indicators: (each shift) >> Mis-picked parts (# pcs) >> % On-time deliveries
- Skill-based training. Expectation is that they apply their skills on the floor.
- Skill-based training. Expectation is that they apply their skills on the floor.
- Analogy Coach <-> Sports Team <-> Players Actual Results validates performance Team Results Analysis Sports Team Win-Loose Statistics Business Profit, Growth SQCDM, Data Effectiveness of coach is judged by the performance of his team. Is he developing the skills and abilities in his players so they can win?