Marek Piatkowski - My Journey and Passion for Lean

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My Journey and Passion for Lean Marek Piatkowski

Thinking win, Win, WIN

My Journey and Passion for LeanMarek Piatkowski – February 2017


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Introduction - Marek Piatkowski Professional Background

Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994

TPS/Lean Transformation Consulting - since 1994 Professional Affiliations

TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME

Lean Manufacturing Solutions - Toronto, Canada

http://twi-network.com

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Marek Piątkowski

Why is a guy with a Polish name from Toronto, Canada

talking about Lean Transformation?

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1987

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1987

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1988

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=WGyHxFS2AZSLiM&tbnid=miqx32FQ6_OgVM:&ved=0CAUQjRw&url=http://www.jama.ca/industry/manufacturing/vehicle/&ei=8piXU4iTOdi0yATcpYKwBg&bvm=bv.68693194,d.aWw&psig=AFQjCNF9kdPlc6HiQauHdQqnNd7zA6m03A&ust=1402530312682989

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Training and Education Manager - 1987

I was a # 7 Canadian employee hired by Toyota Canada: I need to learn how Toyota manufacturers cars – so I can teach

Canadian employees how to assemble cars in Canada By the end of 1989 we were going to have 1050 employees I need to learn how Toyota operates I need to develop training programs and courses I need to hire Trainers and Instructors We need to develop training manuals and standards We need to have a Training Program

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Training and

Education X X X

X X

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12

Production should take place with a little inventory as possible,preferably only the one component that is to be processed or assembled next.

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Stability

GOAL: Highest Quality, Lowest Cost, Shortest Lead Time

1. Stable Manufacturing Processes2. 100% Quality Parts

Heijunka Standardized Work Kaizen

Just-in-Time Jidoka

Stop the lineand fix

the Problem

Separate man’s work from

machine’s work

ContinuousFlow

Takt Time

Pull System

The Toyota House

Toyota Product

ion System(TPS)

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Toyota Product

ion System(TPS) X

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=DNZpqzqoc9otDM&tbnid=n2rcuH8EDDAx5M:&ved=0CAUQjRw&url=http://www.leanblog.org/2014/01/toyota-tour-thoughts-yes-they-have-opportunities-for-kaizen/&ei=2l-YU9-8E4GcyAS2qIGAAQ&psig=AFQjCNGptnkD-Mw-XWFeaY2L-P9zbTKe7g&ust=1402581304968182

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Toyota’s Philosophy - People The Toyota Production System (TPS) itself is based on the belief

that the company that ignores human respect will not endure People – a company’s greatest asset is its people. Toyota does

as much as possible to take care of the employees, recognizing first and foremost the importance of job security

People enjoy their work when it involves trying out their own ideas, mastering new skills and making visible contributions

Teamwork is a foundation of TPS – all employees are required to participate and to follow rules and principles of TPS

Operators who are the most knowledgeable of any manufacturing operation are people who perform that job daily – their involvement is critical to the success of implementation of TPS

“Good Thinking, Good Product” – employees are expected to contribute to the improvement of their own work.

Sakichi ToyodaFounder of Toyota

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1st Visit6

Weeks !!!

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http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=mBMlea1bI7YyhM&tbnid=Z7X_7C8aiVs_GM:&ved=0CAUQjRw&url=http://www.theaustralian.com.au/archive/business/asian-inflation-fears-rise-in-asia-as-economies-test-speed-limits/story-e6frg90o-1226018859863&ei=sJG-U8uAHtO0yATiuIEQ&bvm=bv.70138588,d.aWw&psig=AFQjCNGk5fVek6y2EID3g_y52ep3j69FUw&ust=1405084414763604

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Back to CanadaWhat do I do now?

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Toyota Sensei

Sensei ( 先生 ) is a Japanese title used to refer to or address teachers, professors, masters, coaches, professionals such as lawyers, doctors, politicians, clergyman and other figures of authority.

The word Sensei is also used to show respect to someone who has achieved a certain level of mastery in an art form or science or some other skill: accomplished novelists, musicians, and artists for example are addressed in this way.

The Japanese Sensei is a courtesy title for a man of respected stature.

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On-the-Job Training (OJT)

Learning by Doing

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On-the-Job Training (OJT)

Learning by Doing

John Shook

19971994

Jeff Liker Mike Rother Jim

WomackDan Jones

Educators

Practitioners

Art Smalley

Jeff Smith David Verble

Chuck Ward

Rick Harris

Marek Piatkowski

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The Most Studied Company in the World

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http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&docid=NtyNHj5iY7fnFM&tbnid=v4ag3xLHrlqixM:&ved=0CAUQjRw&url=http://www.aria-automobile-nord.com/formation-gemba-walk-atelier-n5-n-28.htm&ei=Bl0SU73ZI8HJygHzxYGwDw&psig=AFQjCNHuZPuk8ji-pxzLJy_p8j-w7YBqzg&ust=1393797863045472

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2016

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The Golden Triangle of Improvement Process

KaizenActivities

SuggestionProgram

QualityCircles

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Go ahead and experiment – failure is just a part of a process

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Life in Manufacturing consists of ongoing Problem Solving

activities - learn to like it.

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In a true TPS environment decision making process should be made at the lowest possible level of the organization.

Simple, effective solutions are the most effective A manager’s or supervisor’s role consists of

leading problem solving activities in a multi-skilled, cross-functional team environment

Managers role is to make sure that for everything that we do there is a well defined standard process

Continuous Improvement (Kaizen) activities are management responsibilities.

Toyota’s Philosophy – Manager’s Role

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Exposing the Problem - Ownership

A rea o fp roblem so lv ing Full acceptance of responsibility .

P artial acceptance of responsibil ity.

Someone else is responsible to fix it.

W e have no time or money to solve it.

N o solution. W e have alw ays done it this w ay.

B lame others for it.

D eny that problems exist.

I gnore the problems.

A rea o f nop roblem so lv ing

http://www.google.ca/url?sa=i&rct=j&q=learning+to+see&source=images&cd=&cad=rja&docid=w0KaR02o7uH7TM&tbnid=6Ca8y9s8I0mtmM:&ved=0CAUQjRw&url=/url?sa%3Di%26rct%3Dj%26q%3Dlearning%2Bto%2Bsee%26source%3Dimages%26cd%3D%26cad%3Drja%26docid%3Dw0KaR02o7uH7TM%26tbnid%3D6Ca8y9s8I0mtmM:%26ved%3D%26url%3Dhttp://www.powerofleo.com/2011/07/29/learning-to-see/bigstock_binocular_1419581/%26ei%3D7IFcUePaOOSc2QWEkoD4AQ%26bvm%3Dbv.44697112,d.b2I%26psig%3DAFQjCNHwRz4krhLzBlr4Cs45GM2UFEDDCQ%26ust%3D1365103469369785&ei=_oFcUYGKIuP72QWSgYHgCg&bvm=bv.44697112,d.b2I&psig=AFQjCNHwRz4krhLzBlr4Cs45GM2UFEDDCQ&ust=1365103469369785

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Two Types of Problems

A3 Problem Solving Process44

CausedGAP

CreatedGAP

Sub-standard performance, abnormal situation

New StandardNew Challenge

1. Daily problems:deviation from normalitybreakdownquick fixes

2. Long term improvements:new company objectivesnew expectationslooking for a better long term solution

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TPS System Rules

Rule 2:Every customer-supplier connection must be direct, and there must be a unmistakable yes-or-no way to send requests and receive responses

Rule 1:All work shall be highly specified (standardized) as to content, sequence, timing and outcome

Rule 3:The pathway for every product and service must be simple and direct – flow

Rule 4:Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization

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Data Collection Process The foundation to continuous improvement Resources for collecting, analyzing and displaying data Powerful visual displays of data about processes, quality of

products and services, problems and opportunities The tools which support problem-solving and continuous

improvement. The major force in helping us achieve continuous improvement.

In God we Trust – Everybody else bring data

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Problem Solving process TPS creates a community of scientists and analysts Toyota uses rigorous problem solving process that requires a

detailed assessment of the current state and a plan for improvement

With anything less than such a scientific rigor, change would amount to little more than random trial and error – a blindfolded walk through life

This process actually stimulates operators and managers to engage in the kind experimentation that is widely recognized as a starting point of Continuous ImprovementC lari fy the P roblem

I n itial Prob lem Percep tion(L ar g e, v ag u e, com p l i cated p r o b lem )

T h e "R eal " P robl em

L ocate A rea /P o in t o f C au se

PoC

D irect C au seW hy ?

C au se

C au se

C au se

C au se

C ou nterm easu re

R oot C au se

W h y ?

W h y ?

W h y ?

W hy ?

C auseI nvestigation

G r asp theS ituation

5 W hy ?I nv estigatio n o f

R oot C au se

B asic C ause & E ff ectI nv estigatio n

5 Why5 Who

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The Pattern of Improvement puts you on a Problem Solving Journey

Understand your Current Condition

Understand where you need to go

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Known Territory

Target Condition

Existing Know-How

PLAN

• Solution Oriented• Avoid Obstacles• Quick Countermeasures• We KNOW what needs to be DONE

We are trained to extrapolate from our experience and jump into solutions

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Known Territory

Unknown Territory

Target Condition

Existing Know-How

?PLAN



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Known Territory

Unknown Territory

Target Condition

Existing Know-How

?PLAN


A detailed Plan is not possible in the Unknown Territory

PLAN


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Known Territory

Unknown Territory

Target Condition

Existing Know-How

?PLAN


A detailed Plan is not possible in the Unknown Territory

PLAN


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Insanity: doing the same thing over and over again and expecting different results.

Are you ready to start doing things differently?

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Space Exploration Technologies Corporation (SpaceX) is an American aerospace manufacturer and space transport services company with its headquarters

in Hawthorne, California, USA. It was founded in 2002 by former PayPal entrepreneur and Tesla Motors CEO Elon Musk with the goal of creating the technologies to reduce space

transportation costs and enable the colonization of Mars.

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Known Territory

Unknown Territory

Target Condition

Existing Know-How

?PLAN


• Root Cause Analysis• Understand Obstacles• Deeper Analysis• Journey of Experiments and Discoveries - PDCA

A detailed Plan is not possible in the Unknown

PLAN


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What is Plan-Do-Check-Act (PDCA) PDCA is a systematic four-step management method used in

business for the control and continuous improvement of processes and products.

It is also known as a Deming Circle or as a Deming Wheel after its proponent, W Edwards Deming.

PDCA provides a systematic approach to achieving continuous improvement.

The objective is to continually progress through each stage while aiming to achieve a better quality output of products or services or information as defined by our customers.

It is a great management and communication tool

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Mary, Quality Inspector

Coach, Isao

Chip Process

Mount & Crimp InspectionIPunch Press

Isao

Device-K Assembly Shop

I

I#1#2#3

2 Shift 1 Shift

Reducing DefectsIn Assembly

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Title: Reduce Scratches in Assembly ( Leader: Mary )1. Background

3. Target

4. Analysis

Shop: Device-K Assembly

Update: Dec. 15, 2010

Coach

AndyDec. 15, 10

Manager

5. Countermeasures and plan

6. Result & next challenge

- Device-K is our next main product!- Increase in variety of mounting/casing types

- Quality is a key success factor in assembly as well as in the chip process

Device-K Sales Plan by Product TypeSales 380% # of Major

Types 3 10

Device-K Sales Plan by Product TypeDevice-K Sales Plan by Product TypeSales 380%Sales 380% # of Major

Types 3 10

# of Major Types

3 10

# of Major Types

3 10

2. Current state (Based on November data)

Actual output

First Pass Rate (FPR) target

Mp

Demand

Yield Rate targetYield Rate actual FPR actual

Actual output


Mp

Demand



Mp

Demand


Mp

Demand


Scratches are most often identified at inspection: 48%of assembly defects

End of November, 2008Metrics Target ActualOutput /Demand 100% 99.2%Yield Rate 97% 85.2%First Pass Rate (FPR) 90% 65.1%

End of November, 2008Metrics Target ActualOutput /Demand 100% 99.2%Yield Rate 97% 85.2%First Pass Rate (FPR) 90% 65.1%

Not improved in these three months!

92% of defects were caused by Assembly!

Bad chip

Assembly defects

Bad Chip vs. Assembly Defects

Bad chip

Assembly defects

Bad chip

Assembly defects

Assembly defects

Bad Chip vs. Assembly DefectsMost scratches are repaired by re-polishing = Waste!

re-polishing

NG:Scratches

Inspection

About 20 sec. /p

(1) Z eroscratches!(2) Reduce missed crimps of 12% FPR = 90%

* Based on November data

4-2. Trial-1: On-line inspection just after line #1 crimper

Exit of crimper On-line inspection!

4-3. Second observation: types of scratches

Straight28%

Rounded70%

Others2%

Fixing crimper head 4 also reduced missed crimp defects. Observed only in line #2 Next go see-2

Observed in all lines Punch press?

4-4. Hypothesis & go see-2: First step of assembly line #2?

From punch press Straight scratches are observed here!

Entrance of line #2

Blade spring

Small pimple!

#123

4

Action itemFix crimper head

Dec. 5th 12th 19th 26th Jan.

Fix blade springOn-line inspection Trial Prep. 2-shift inspection

Responsibility StatusDoneDoneOn track

Mary & Jack with Facility Team

JimmyMgr. Assembly

Reduce inventories between processes

Stop machines alternativelyMaintainImplement VM Team On

track

2nd week of Dec, 2008Metrics Target Actual

Yield Rate 97% 95.0%FPR 90% 90.2%

2nd week of Dec, 2008Metrics Target Actual

Yield Rate 97% 95.0%FPR 90% 90.2%

(1) Remaining Defects1) Scratches (2%)2) Missed crimp (1%) 3) Others

(2) “Why”after current countermeasures1) Broken head – why?2) Pimple – why?

#2#3

#1

#2#3

#1

#2#3

#1

4-1. Hypothesis & go see -1: Assembly line #2?

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Elements of the A3 Process

The A3 Report Itself The A3 Review Process

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Before After

Desperdicio Contramedida Beneficio

Se tenia un sistema de producción enbatch con un WIP de 300 pzas. Se eliminó una mesa de atados Se eliminó el WIP y se redujo la línea de

ensamble 4 mts2.Se redujo 98.6% el WIP y se redujo 4mts2 la línea de ensamble

EJEMPLO DE KAIZEN

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3. Presentación de partes y Supermercados: Shox

Cambio de empaque con proveedor (DIMO):

29/04/2015 Innovación, Mejora Continua y Calidad 12

2.- Cantidad proveedor = Cantidad Necesaria en Línea

ANTES ACTUAL

Tiempo de Re-Empaque: 1 Min

1.- Presentación anterior del proveedor.

Presentación Línea

Tiempo de Re-Empaque: 8 Min Mejora: 88 %

3.- Con esto concluimos el ciclo de Shox; dejando el ciclo de cajas

interno

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Knowledge and Skills

To know, to understand the meaning correctly and to be able to teach

Lean Knowledge

Kanban, Pull system, Jidoka, Supermarket, TPM, SMED, JIT, Kaizen, STW, 5S, WCT, VSM, Gemba, Takt Time, etc …

I know this!

Lean SkillsBe able to solve problems and advance the organization by using proper Lean Knowledge

Use Lean Knowledge to motivate people, achieve results, reduce costs, improve the operation and address business needs

Can you Play a Violin?

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Two Methods of Teaching (Learning)

Theoretical – Western Style

Listening to a lectures Studying books Doing homework Writing exams

Practical - Oriental Style Learning by doing Learn one step, than I will

show you the next one Wax on, wax off …

Training Discovery

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=6Gh_TWFlm4BswM&tbnid=3l0XDvR4yPL02M:&ved=0CAUQjRw&url=http://saint-tepes.deviantart.com/art/Western-World-Eastern-World-African-World-328559519&ei=PSV5Uv-VAoOp2QXqrYHgCw&psig=AFQjCNGULY_LxFE6HHG6AoEcQFWFVUWIOw&ust=1383757458003637

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Where does the Journey start?

The man who moves a mountain begins by carrying away small stones

Ask yourself constantly “What is the right thing to do?“ "It does not matter how slowly you go, as long as you do not

stop.“ Choose a job you love, and you will never have to work a day

in your life. Our greatest glory is not in never falling, but in rising every

time we fall.

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Changing the World. One Transformation at a timeThis presentation is an intellectual property of W3 Group Canada Inc.

No parts of this document can be copied or reproducedwithout written permission from:

Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631

Cell: 248-207-0416

[email protected]://twi-network.com


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