By Takashi Tanaka & Sharon Tanner, QV System shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011

1. Basic Title
© 2011 QV System, Inc. All rights reserved
1
TDS
Toyota Development System
Sharon Tanner
Craig Flynn
LEA Summit, 2011

2. Basic Title
© 2011 QV System, Inc. All rights reserved
2
Overcoming Culture Barriers
4 4 4
Self
Sustaining
New Working
Culture
Higher Perspective
Visualization
18-months
Tools
Management
Kick
-off
Kaizen Studio
6
Tools
•TMS
• TDS
• Total TPS
• TMSS
• New role
• Accountablity
• Working habit
• Oobeya
• Visual board
Using both Tools (Method-side) and Management (Human-side),
we can create sustained improvement.
It’s all about
changing
BEHAVIORS

3. Basic Title
© 2011 QV System, Inc. All rights reserved
3
Mission:
(Date)
# of staff
Lastyear This year
Budget
Lastyear This year
Signature
VP Manager
Theme
Objective
Target
Section/
Name
Budget Result Issue Next step
Assess
(Org. Name), Reflection for (year)
Mission:
(Date)
# of staff
Lastyear This year
Budget
Lastyear This year
Signature
VP Manager
Theme
Objective
Target
Section/
Name
Budget Result Issue Next step
Assess
(Org. Name), Reflection for (year)
Targets Drive Activity
Behavior: Maintain target focus.
Clear, measurable targets
Aligned to organization’s strategy
and long-term objectives
Ideally, 3 target (5, maximum)
Targets and reflections
validated through catch-ball
a activity and cascaded
through the organization.
Issue Board: Panel
•ProjectBackground
•ProjectObjective
•Technical Spec
•ProjectOrganization
Potential Real Finish Record
Design
Engineering
Production
Marketing
Objective Metrics
Weight
Cost
Capital
Targ
et
1 2 3 - 12
Targ
et
1 2 3 - 12
Decomposition Area
Issue Board
GoodGood
Expected Output
Action Board
Projector
for Virtual
Design
Review or
meeting
ExpectedOutput
Prototype
VP
Engineering
Oobeya
2-issues
per week
• Progress
check, only
Green & Red
•All related members,
Planning, Design,
Production and Sales
& Marketing
• Identify issues
for management
decisions
Today
New
concept
Drawing
delay
Line A
Improve
Supplier
select Supplier
select
Supplier
select
Mission:
(Date)
# of staff
Lastyear This year
Budget
Lastyear This year
Signature
VP Manager
Theme
Objective
Target
Section/
Name
Budget Result Issue Next step
Assess
(Org. Name), Reflection for (year)
Executive
creates, “solo”
Project Teams
Leadership
Team

4. Basic Title
© 2011 QV System, Inc. All rights reserved
4
Break down of organizational “silos”
by visualization of the whole
Rapid problem solving across
the organization by decomposition
and use of issue board
Share early, often, and informally
(beginning at the 60% confidence level)
to enhance collaboration and
to continuously improve
Cross-Functional Collaboration
Behavior: Include/collaborate with all affectede
Issue Board: Panel
•ProjectBackground
•ProjectObjective
•Technical Spec
•ProjectOrganization
Potential Real Finish Record
Design
Engineering
Production
Marketing
Objective Metrics
Weight
Cost
Capital
Targ
et
1 2 3 - 12
Targ
et
1 2 3 - 12
Decomposition Area
Issue Board
GoodGood
Expected Output
Action Board
Projector
for Virtual
Design
Review or
meeting
ExpectedOutput
Prototype
VP
Engineering
Oobeya
2-issues
per week
• Progress
check, only
Green & Red
•All related members,
Planning, Design,
Production and Sales
& Marketing
• Identify issues
for management
decisions
Today
New
concept
Drawing
delay
Line A
Improve
Supplier
select Supplier
select
Supplier
select

5. Basic Title
© 2011 QV System, Inc. All rights reserved
5
Drawing
with Issue
Post-it
DRBFM
Format
DRBFM: Design Review based on FMEA
Data-based Decisions
Behavior: Use data as the basis for decisions
A kind issue is clear,
concise, and
constructive. It states
an issue and provides
analysis or a
recommendation
Who will do
What by When
Kind Issues are
“decision ready,”
and include
background,
analysis, and a
recommended
solution Process & Process
starts by visualizing the
whole – to arrive at the
RIGHT solution:
• All potential alternatives
• The decisions required
• The data needed to
make those decisions
Prototypes are used
abundantly, through
Design Reviews,
capturing product
improvements and
visualizing plans in
the oobeya

6. Basic Title
© 2011 QV System, Inc. All rights reserved
6
Process Flow
Accountability
Map
DE DM
M S
M S
M S
M S
M S
Standard
Time
Mission:
(Date)
# of staff
Lastyear This year
Budget
Lastyear This year
Signature
VP Manager
Theme
Objective
Target
Section/
Name
Budget Result Issue Next step
Assess
(Org. Name), Reflection for (year)
Disciplined, Structured Approach
Behavior: Exercise discipline in all activities.
Issue Board: Panel
•ProjectBackground
•ProjectObjective
•Technical Spec
•ProjectOrganization
Potential Real Finish Record
Design
Engineering
Production
Marketing
Objective Metrics
Weight
Cost
Capital
Targ
et
1 2 3 - 12
Targ
et
1 2 3 - 12
Decomposition Area
Issue Board
GoodGood
Expected Output
Action Board
Projector
for Virtual
Design
Review or
meeting
ExpectedOutput
Prototype
VP
Engineering
Oobeya
2-issues
per week
• Progress
check, only
Green & Red
•All related members,
Planning, Design,
Production and Sales
& Marketing
• Identify issues
for management
decisions
Today
New
concept
Drawing
delay
Line A
Improve
Supplier
select Supplier
select
Supplier
select
The PDCA of Oobeya (CAP-Do)
My target is _________ & I am (On / Off) plan
If “off plan”
My issues are _________
My countermeasures are _________
My key accomplishments (that you need to
know) are _________
My “Aha! Moment” was _________, and
because of that, I now plan to _________
My near-term actions I are ___
(This Week / Next Week)
CHECK
ACT
PLAN
DO
Disciplined status
Evaluation
(no yellow)
Structured report-out
in CAP-Do format,
within the oobeya
Model: Contents: Assembly of slide pin for caliper
CE Manager Leader
Content STD Doc. Check Item Check Yes/No Report
3 15
During assembly, the pin plug for the
slide pin pumps out.
Pin pushes in with guide during
mounting, compressing air, which
causes the plug to work back out.
The caliper must slide between pin
and guide (a non-interference fit)
Cause: Pumping.
1. Is there a slit on top of the plug for
air relief?
3. Does plug maintain watertight seal
during durability and washing test?
( see highlight in picture)
Countermeasure: Slit at top of plug
2. Use grease test to ensure plug
maintains correct position (fill cylinder
with grease).
4. Does plug structure allow free
movement throughout brake cycle?
FBS
Result
No. Solution
Slide pin
MountingCylinder
Slit length: 0.4 - 0.9
At top of plug, slit
Standard
Documentation
Structured
templates, used
consistently,
in a disciplined
mannerFeedback
Sheet
Target
Reflection
Skill
Map Progress Check Sheet: Oobeya/ Project room Section: Date:
1 2 3 4 5 Total
Summary by Project
Leader
Progress chart
Measurement
metrics
Indication of
priority with
green & red
mark
Connection
with Total R&D
Member's
consistent
check
Objective, Target
Attached
suitable
contents
Shared with all
members
Break down to
sub-system
Logical link
and connection
Consistently
update with
related
documents
Expected Output
Visualized with
drawing etc.
Shared with all
members
Issues &
countermeasur
es are clear
Decomposition
of critical part
IT based
screen
Metrics
Selected
prioritized
metrics
Clear
indication with
same format
Update all
results
regularly
Priority marks
Forecasted
line with
scenario
Decomposition /
Scenario
Indication of
current hot
topics
Connection
with other
board
Scenario chart
for difficult
issue
Connection
with
quickening
action
Arriving at 5-
why level
Real products or
model
Inside a project
room, is it real
products
Some
decomposition
parts
DR in the
project room
Virtual tools
Integration and
Standard
Quantity Concurrent Schedule
At earlier
phase, join all
related
member
Due date and
milestone with
output /
Process
Improvement
Capturing
delay &
change for
review
Sub-systems
are
spontaneously
breakdown
Connection
with sub-
system
schedule
Issue flow Kind etiquette
Select 2-
issues are
smooth activity
Contents &
Countermeasur
e are mutually
kind
Spontaneous
attitude for
solution
Potential issue
is proactively
capture
From record,
issue moving
for PDCA
process
Human-side Meeting
Agenda &
schedule
Explain
effectively and
efficiently
Kindly support
leader & other
member
Front loading
considered
opinion
Conscious of
new role &
responsibility
Display
Visual Control
Level1
Visual Control
Level2
Quickening
Visualization
Level1
Quickening
Visualization
Level2
Visualization
Total Grade
Category
Quality
Progress
Audit

7. Basic Title
© 2011 QV System, Inc. All rights reserved
7
Focus on Continuous Improvement
Behavior: Live it! Don’t just talk it…
Daily Work Trouble shooting
Daily Work
生産稼働維持
Bad
Good Improvement
Improvement
Leader: > 50% of time
Ideal
Issue Board: Panel
•ProjectBackground
•ProjectObjective
•Technical Spec
•ProjectOrganization
Potential Real Finish Record
Design
Engineering
Production
Marketing
Objective Metrics
Weight
Cost
Capital
Targ
et
1 2 3 - 12
Targ
et
1 2 3 - 12
Decomposition Area
Issue Board
GoodGood
Expected Output
Action Board
Projector
for Virtual
Design
Review or
meeting
ExpectedOutput
Prototype
VP
Engineering
Oobeya
2-issues
per week
• Progress
check, only
Green & Red
•All related members,
Planning, Design,
Production and Sales
& Marketing
• Identify issues
for management
decisions
Today
New
concept
Drawing
delay
Line A
Improve
Supplier
select Supplier
select
Supplier
select
Continuous
Improvement
PDCA applied to
every interaction,
naturally leads to
changing roles
Key Oobeya Characteristics:
• Continuous Improvement line
• “Aha!” in each report-out
PLAN:
My “Aha! Moment” was ______,
and because of that, I now plan
to _________

8. Basic Title
© 2011 QV System, Inc. All rights reserved
8
QUESTIONS?