La présentation de M.Kazoglou lors de la journée Lean en Ingénierie. Retrouvez les événements, master class et la librairie du lean management sur le site de l'Institut Lean France : www.institut-lean-france.fr

1. LEAN GLOBAL
NETWORK
Michael Kazoglou
Lean Management Instituut - Netherlands
Lean Global Network
Teamwork within Toyota and with its
Suppliers, and methods to satisfy multiple
customers during New Vehicle Development
Journée Lean en ingénierie
Paris, 9th Avril 2013
kazoglou@leaninstituut.nl

2. Who is your Engineering is the Customer ?
Customer?
Production is the Customer ?
Supplier is the Customer ?
Supplier Contribution
65%
Why focus
on
Suppliers?
Manufacturing
Contribution
P
Total Product Cost D Q

3. Teamwork within Toyota and with its Suppliers,
and methods to satisfy multiple customers LEAN GLOBAL
during New Vehicle Development
NETWORK
 Why Europe, Why The Netherlands?
 Background – Toyota in Australia (18 years experience)
 Agenda:
1. Toyota’s Supplier Management Process
2. Toyota’s Supplier Development
3. Toyota Engineering – Product to Process
> Techniques: VAVE, PPC, Obeya/SPTT, Lean in Design
 Questions

4. My ‘Toyota Way’ challenge in 2013
The Toyota Way 2001:
Lean Values & Behavours
• Challenge : Move to The Netherlands – NEW EXPERIENCE
• Kaizen : Learn from LMI & Our Clients (& European Operations)
• Genchi Genbutsu : European Workplace, in Dutch, French,….
• Respect : Share (both ways) & Teach / Develop People & Process
• Teamwork : LMI, Lean Global Network, LMI Clients & Practitioners

5. About Toyota Australia….
AMI/Toyota Assembly Line
ca.1963 2006-2013
Camry / Aurion

6. Organisational Structure
Manufacturing &
Purchasing
Manufacturing Production Purchasing Product Quality
Engineering Engineering Prod Control
Direct Purchasing Indirect Purchasing Supplier Prep. &
Development

7. Teamwork within Toyota and with its Supplier,
and methods to satisfy multiple customers LEAN GLOBAL
during New Vehicle Development
NETWORK
 Why Europe, Why The Netherlands?
 Background - Toyota in Australia
 Agenda:
1. Toyota’s Supplier Management Process
2. Toyota’s Supplier Development
3. Toyota Engineering – Product to Process
> Techniques: VAVE, PPC, Obeya, SPTT, Lean in Design
 Questions

8. About Toyota Purchasing….
1. Open Door Policy:
Based on Quality, Technological Capabilities, Reliability & Delivery
2. Mutual Benefit Based on Mutual Trust:
They Believe in Developing Mutually Beneficial,
Long-Term Relationships Based on Mutual Trust
3. Localisation:
Purchase Parts & Materials from Local Suppliers
The ‘Tough Love’ approach:
• They understand how their suppliers work
• They supervise their vendors
• They develop their supplier’s technical capabilities
• They share information intensively but selectively
• They conduct joint improvement activities

9. Managing Supplier Relationships
SUPPORT:
• TPS / Technical Consultation
• Staff Secondment
• Supplier Parts Tracking Team
• Project Conferences
(Communications Strategy)
• Benchmarking Study Tours
• Technical Agreements
• Toyota Institute
Performance Outcomes

10. Supplier Opportunities:
(Customer always pays whether it is Quality, Delivery, Cost)
• Raw materials (2nd – 3rd tier suppliers)
• Product unit cost :
» O/heads, energy, head-office, consumables, tooling,
Capital/depreciation, Maintenance costs
Can we make it » R/materials, internal & externals components
less expensive? » Processing costs – efficiencies, rates, waste?
» Labour – efficiencies?
Can we use less » Wastage – allowances, best practice?
expensive product? • Supplier Inventory costs
• Logistics costs / efficiencies . Shipping/storage methods
Can is perform
better? • Inventory costs / waste / storage / Handling-Mngt
• Production Plant Impacts:
» Delivery, Quality, Wastage, Downtime, efficiencies, overtime etc
• Product variation – in-plant / field / customer etc
• New Product Development – total process
• Projects / support / responsiveness
• Value adding opportunities?

11. Supplier Opportunities:
(Customer always pays whether it is Quality, Delivery, Cost)
Product design opportunities:
• Recycle, substitute, thinner, lighter, smaller,
Can we make it • Shape, surface, materials, no. of sites, no. of parts/skus,
less expensive?
• Excessive quality, difference b/n skus,
Can we use less • Next NPD opportunity, suitable for plant, function,
expensive product? • Technical complexity, use, legals etc?
Can is perform
better? Toyota Process:
• Cost Structure / Biggest Gap / Priority / Activity Action Plan
• Benchmarking – Target, Gaps, Breakdown costs, pareto/priority
• Understand Cost elements – Processing costs, material costs, overheads
• Competitor Cost elements – identify breakdown costs/gaps (Pareto/Top 1-3)
• VAVE analysis – design for purpose/manufacture/customer need (O/process)
• Production process costs – compare operations vs lean organisation, CI/Lean
process improvement opportunity review (lean assessment/gap analysis)

12. Teamwork entre conception et méthodes
chez Toyota pour satisfaire plusieurs clients LEAN GLOBAL
NETWORK
 Why Europe, Why The Netherlands?
 Background - Toyota in Australia
 Agenda:
1. Toyota’s Supplier Management Process
2. Toyota’s Supplier Development
3. Toyota Engineering – Product to Process
> Techniques: VAVE, PPC, Obeya, SPTT, Lean in Design
 Questions

13. Toyota Supplier Development
Objective:
The overall goal of the program is to strengthen the capability and cost competitiveness
of Toyota’s local supply base and ensure achievement goals beyond next New Model
Introduction.
By Supplier By Supplier
Numbers $ VOB
Image
LOCAL SUPPLIERS SELECTION CRITERIA:
LOCAL
CORE FOCUS 1. VOB / COLOR / LOGISTICS
50% GLOBAL SUPPLIERS: 2. COST GAP (Next Model)
GLOBAL
Coverage > 80% SUPPORT 3. LEAN SUPPORT ATTITUDE
Supplier JAPANESE $ VOB REQUIRED
4. LEAN LEVEL(OPPORTUNITY)
Coverage 5. ACCESS TO ADEQUATE SUPPORT
JAPANESE
OTHER RISKS to Toyota:
1. TIMING (Next Model UP TO SVP)
OTHER 2. COST TARGET ACHIEVEMENT

14. Teamwork entre conception et méthodes
chez Toyota pour satisfaire plusieurs clients LEAN GLOBAL
NETWORK
 Why Europe, Why The Netherlands?
 Background - Toyota in Australia
 Agenda:
1. Toyota’s Supplier Management Process
2. Toyota’s Supplier Development
3. Toyota Engineering – Product to Process
> New Vehicle, VAVE, PPC, Obeya/SPTT, Lean in Design
 Questions

15. New Product Development Process
Concept to Vehicle Production Launch
Release
Drawing Volume
Drawing Production
Tooling
Tuning
Prod Ready

16. Design Process
“Value Analysis / Value Engineering Launch
1. Gather information
Continuous 2. Function/Performance analysis
3. Creation innovation
Consensus 4. Analyze ideas
Building 5. Presentation
Get agreement and proceed to development of parts!
Create Design!

17. Previous Problem Check
Problem Area Problem Lists Make PPC C/M Process
Vehicle NPD Design
concerns Check
Plant NPD Process
Final
concerns Outcome
Supplier NPD Parts
concerns
Key Point: Make a product problem history list
 Include ALL GLOBAL HISTORY / Knowledge of Company
 Internal Quality / Workability Problems
 Previous Customer Impact Concerns Quality tracking systems etc
(Not just within your organisation)

18. Obeya – Visual Project Management
• Visualisation – Everyone can share
Progress
• Inform Bad News First – Reporting,
Informing, Consulting
• Practice Worst Case Scenario Activity

19. LEAN IN DESIGN STAGE
Opportunities
for Process
(Pre-production, Process, Production)
Improvement Pre- Production:
at the Design
• Product Design/Raw Materials
Stage
• Tool Design/Manufacture (Jidoka + QDC)
• Equip. / Tool Trial (SOP/STD. Work/Training)
• Production Proto-type trial (Die / Equip./Assy.)
Process
• Equip./Process integration
• Lay-out
• Mat. Handling/Conveyance
• Ergonomics/Safety
• Labour Req.& Training
Production
• Total work contents (Process c/time)
• Efficiency (Change over/Down time/Op.Efficiency/Rejects)
• Takt time
• Confirmation of Mass production(HVPT)

20. LEAN IN DESIGN STAGE
(Pre-production, Process, Production)
• Production Preparation Parts / Process Summary.
• Part Specific Value Stream Map.
• Plant/Process layout to show material Flow.
• Man / Machine loading and Capacity estimates
(Std Work Charts).

21. Respect the Production Operator, while
making improvement to Quality, Delivery & Cost
1. Minimise No. of equipment (More than one function)
2. Avoid secondary process
Focus 3. Consider handling problems
points for 4. Consider / use gravity force (Avoid complex motions)
New Process 5. Consider self locate jigs/fixtures
Design 6. Integrate “Pokayoke” functions
7. Simplify or eliminate packaging (container size / Wrapping / Access)
8. Minimise variations if possible
9. Enhance ergonomic conditions
10. Eliminate Movements, adjustments and Reorientations
11. Floor space reduction
12. Overall focus on all relevant non value adding operations

22. Michael Kazoglou
Teamwork within Toyota and with its Supplier,
and methods to satisfy multiple customers LEAN GLOBAL
Paris, 9th Avril 2013 during New Vehicle Development
NETWORK
kazoglou@leaninstituut.nl
 Agenda themes:
1. Toyota’s Supplier Management Process
2. Toyota’s Supplier Development
3. Toyota Engineering – Product to Process
> Techniques: VAVE, PPC, Obeya/SPTT, Lean in Design