kihon yoken how standard systems increase coaching ...3 honsha associates honsha™ experience you...

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Kihon Yoken:

How standard systems increase coaching

effectiveness

Darril Wilburn

d.wilburn@honsha.org

210-287-0365

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Darril Wilburn

• Partner at Honsha.org• Headquarters/origin

• LEI Faculty Member

– Faculty Board Member

• Former Toyota

– KY, NA Headquarters, TX start-up

– Toyota Way, Toyota Business Practice,

Toyota Production System student

• Co Author of “Toyota by Toyota”

• Next Book: Courage, Humility, Kaizen

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Corporate Responsibility

“Honsha promises that a high sense of satisfaction comes with making a difference in the lives of others. They also promise a new level of respect working with those who have already made such missions their own mission for life. I cannot measure how

my respect for these special individuals and organizations has grown and crystalized because of my experience in Lean For Hope. Thank you.”

Toni Davies Ph.D. LfH envoy.

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What could be

improved for the

next time?

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What could be

improved for the

next time?

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How is coaching affected by

having the standard?

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“Abnormalities

are clear at a

glance”

“Make it safer,

more efficient

and less

wasteful ”

“Current

process,

execution,

usage, etc.”

(Even if it’s not

documented)”

1

Standard

as is

“Make

things

obvious”

2Make

Standard

Visual

3Recognize

Deviations

from the

Standard

4Improve

the

Standard

Standardization:

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When someone says

“Standardization” (or some

variation) inside your

organization, what is the

reaction?

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When someone says “Lean” (or

some variation) inside your

organization, what is the

reaction?

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Systems View of Lean

© Honsha Niwaki 2018

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What systems do the best Lean

organizations focus on? Toyota?

TMMTX start-up

Bottom up?

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Meet Mr. Cho

• Former Chairman of a $300

billion company that was out

performing all others in his

industry

• He wanted to transform this

company.

• Just work system level?

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Business Perspective:

Management Requirement

(Kihon Yoken)

Floor Management – EMDS/FMDS

Standardized Work

Lean Basic Rules

5S/Visual Management

Management

Fundamentals

Toyota Way Thinking

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Solidify the Philosophy then Standardize

the Methods

TW2K1 Values, DNA

TBP Methods, Practices

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Senior

Management

Middle

Management

Front lines

Must ‘Do’

Must

Improve

Must lead the actual

operational change

Get Results

Must model the way and

provide vision

Align the Organization

3 Levels

Role Level Technique

Hoshin Kanri

& Deployment

Enterprise Management

Development System

Lean Business Practices

Standard

Work & Kaizen

Leader

Floor Management

Development System

Team #1Team #2

Deployment of Hoshin and Enterprise Management

CEO

Managers

Group Leaders

Team Leaders

Leaders need to set

strategic direction with

Mission, Vision and

Hoshin

Group Leader

Manager

CEO

Using catchball

process, link KPI’s up

and down the pilot

value stream

Data is best available at the value creation level.

Begin data collection at team level

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Suppliers SalesMarketing/

R&DProduction Human

ResourcesFinance IT Customers

26

©2017, Honsha Inc. All rights reserved.

Cross Functional

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What is the Enterprise Management

Development System?•A comprehensive system that aligns floor management and development activities to achieve company targets (PMR) by:

◼ Aligning Hoshin shop floor activities with Hoshin goals/objectives

◼ Visually demonstrating:

The management condition of the shop.

Alignment of daily activities to Hoshin targets.

◼ Promoting two-way communication, creating the environment to:

◆ Address abnormal conditions through targeted problem solving.

◆ Determine needed support and resources.

◆ Develop team members.

◼ Defining and developing roles and responsibilities and for all members.

◼ Ensuring foundational skills are in place to perform work.

General Structure of EMDS-Global Standard

Process

1

Process

Board

Process

2

Process

Board

Process

3

Process

Board

Team

Board

TM1, TM2 TM3 TM4, TM5,

TM6Primary Process Owner

TL 1

Process

4

Process

Board

Process

5

Process

Board

Team

Board

TM7, TM8,

TM9, TM10

TM11,

TM12

TL 2

Manager

Board

Process

6

Process

Board

Process

7

Process

Board

Team

Board

TM13,

TM14,

TM15, TM16,

TM17, TM18

TL 3

VSM1

Plant Level

Board

Plant

Manager

Supv Level

Department

Plant LevelInformation Room

Supv. Meeting

Area

Team Level

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EMDS – Leader Board

HOSHIN KPI ACTIONREFLECTIONSUB KPI / MAIN

ACTIVITIES

SA

FE

TY

QU

AL

ITY

PR

OD

UC

TIV

ITY

PE

OP

LE

DE

VE

LO

PM

E

NT

CO

ST

HOSHIN

Section

Hoshin

5 year Plan

Section

5Yr Plan

QUALITYSAFETY PRODUCTIVITY COST HUMAN RESOURCES

DA

ILY

AC

TIV

ITIE

S

PR

OC

ES

S

KP

IS

UB

K

PI

HO

SH

IN

ST

AT

EM

EN

T /

MA

IN K

PI

GROUP MANAGEMENT BOARD

Activity KPI

Main KPI

Sub KPI

Problem Solving Skill

Group Board• Detects problems/gaps at the process level

• Drives team activity and problem solving development

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If we were to ask someone in

your organization about the

problem solving method, how

would they answer?

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TBP 8-Step Became the Global Standard

• Infused into every aspect of the Management System

– Including Quality Circles so TM’s (non-salaried) were also

included

TBP

8-Step

Actions

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How do we show that we know?

• EVERY salaried TM in the WORLD will go

through the TBP confirmation process.– TTC Example

Approximately 4 months to complete!

Month 1 Months 2 - 3 Months 3 -4

1 Day OFF-the-Job Training

Refresher

OJTPick Up Problem

Panel Evaluation(Present A3 to

Panel)

Get certified to

be a panelist

T/M presents A3

Q&A

Panel evaluates A3 using

Evaluation Tool

Good?

T/M to continue to

work on A3 and

come back to Panel

Move to next PS

step

Panel provide

feedback to T/M

NOYES

Receive

Coaching

P

P

P

P

P

D

C

A

Step 3.

Target Setting

Step 5.

Develop

Countermeasures

Step 6.

Implement

Countermeasures

Step 8.

Standardize

Step 2.

Break Down

Step 1

Clarify

Step 4.

Root Cause

Analysis

Step 7.

Check Results

And Process

P

P

P

P

PD

C

A

Plan

DoCheck

Act

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Standard Problem Solving Method Within the LIFT

Lean Practitioner Program (LPP) 24-35 people in cross functional, cross hierarchical teams (80% Executives and Leaders, 20% managers and front line.

*block 1 is divided into two sessions to optimize value stream analysis outcomes

Pre-Int Pre-Int Pre-Int

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LIFTs. 18-28 people in cross functional, cross hierarchical teams (80% front line, 20% managers and

leaders. LIFTs are co-led by Honsha and LP Graduate Leaders. Honsha working through the on site

leaders who have build capability.

LP

LP

LP

LP

LP

HONSHA

LIFT TeamsOrganizations

Leaders

QUARTER

1QUARTER 2 QUARTER 3

QUARTER

4

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Meet David

• General Manager of PacBrands Asia.

• David is transforming his company using Standard global Lean methods.

• Just work system level?

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David Ellis

Global GM PacBrands

LP

LP

LP

LP

LP

LIFT TeamsOrganizations

Leaders

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Thank you!

www.honsha.org