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Kihon Yoken:
How standard systems increase coaching
effectiveness
Darril Wilburn
210-287-0365
22Honsha Associates
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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
33Honsha Associates
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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.
55Honsha Associates
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What could be
improved for the
next time?
77Honsha Associates
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What could be
improved for the
next time?
88Honsha Associates
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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?
1111Honsha Associates
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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
5555Honsha Associates
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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?
5656Honsha Associates
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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