tag:blogger.com,1999:blog-38937860475637831122024-03-12T23:37:30.397-07:00A3, Hoshin, TPS, Lean BlogThis is a blog whereby I promote the Toyota Management System to all and any organization. My aim is to help people along the Lean Journey and especially to adopt the Hoshin Management System. It truly, really works great!Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.comBlogger20125tag:blogger.com,1999:blog-3893786047563783112.post-50231735509761252022017-09-02T08:50:00.000-07:002017-09-02T08:50:38.461-07:00Cost Accounting and Marketing<div class="MsoNormal" style="margin-bottom: 12.0pt;">
<span style="color: #0070c0; font-family: Calibri, sans-serif; font-size: 11pt;">“</span><span style="color: #7030a0; font-family: Calibri, sans-serif; font-size: 11pt;">Smart costing is a
marketing advantage</span><span style="color: #0070c0; font-family: Calibri, sans-serif; font-size: 11pt;">”</span></div>
<div class="MsoNormal" style="margin-bottom: 12.0pt;">
<span style="color: #833c0b; font-family: Calibri, sans-serif; font-size: 14.6667px;">starting October 4, 2017</span></div>
<div class="MsoNormal" style="margin-bottom: 12.0pt;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;">Course Description </span></div>
<div class="MsoNormal" style="margin-bottom: 12.0pt;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;">Join Mike
to discover easy “how-to” ways on these subjects<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin: 0cm;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;">Week 1.
Cost structure made simple<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin: 0cm;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;">Week 2.
Smart Financial Statements<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin: 0cm;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;">Week 3.
Cost Accounting how-to’s<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin: 0cm;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;">Week 4.
Benchmarking the market<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin: 0cm;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;">Week 5.
Marketing: setting prices<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin: 0cm;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;">Week 6.
Control<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin: 0cm;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin: 0cm;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;">I'll hold this class at the Memphremagog Community Learning Center's </span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin: 0cm;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;">Adult Night School (which I co-founded 10 years ago!):</span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin: 0cm;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;">www.magogCLC.ca</span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin: 0cm;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin: 0cm;">
<span style="color: #833c0b; font-family: "Calibri",sans-serif; font-size: 11.0pt;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin: 0cm;">
<br /></div>
Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-18172270091457138612015-11-19T14:40:00.001-08:002015-11-19T14:40:22.143-08:00Lean Management Foundations<span style="-webkit-text-size-adjust: auto; background-color: white; color: #333333; font-family: Georgia, serif; font-size: 13px; line-height: 20.799999237060547px;">Let's </span><span style="-webkit-text-size-adjust: auto; color: #333333; font-family: Georgia, serif; font-size: 13px; line-height: 20.799999237060547px;">make place for the many human-based foundation principles such as:</span><br />
<br style="-webkit-text-size-adjust: auto; color: #333333; font-family: Georgia, serif; font-size: 13px; line-height: 20.799999237060547px;" />
<ul style="-webkit-text-size-adjust: auto; color: #333333; font-family: Georgia, serif; font-size: 13px; line-height: 20.799999237060547px;">
<li> cross-functional, .. multi-disciplinary,</li>
<li>deep reflection (both personal & team),</li>
<li>counter-measure,</li>
<li>at-a-glance visual evaluation, visual symbols etc,</li>
<li>attainment of levels of progress; bronze - silver -gold - etc</li>
<li>present day LEAN tools sets such as SPC, 0 DFFP and the whole range of TPS,</li>
<li>PDCA based (ref. Dr. Edwards Deming),</li>
<li>3G, 4M, 5 Whys' and 7 QC Tools, and QC Story Board,</li>
<li>'Tamazume' massive creative input for ''Cost-Half '',</li>
<li>the journey leading us to TQM</li>
<li>+ all good innovation-collaboration tools</li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: white; color: #333333; font-family: Georgia, serif; font-size: 13px; line-height: 20.799999237060547px;">Mike Davis, Www.mma.ca Mike.davis@mma.ca You are welcome to ask questions. </span><br style="-webkit-text-size-adjust: auto; color: #333333; font-family: Georgia, serif; font-size: 13px; line-height: 20.799999237060547px;" /><br />
<div style="-webkit-text-size-adjust: auto; color: #333333; font-family: Georgia, serif; font-size: 13px; line-height: 20.799999237060547px;">
</div>
Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-78882805893288823652015-11-19T14:32:00.000-08:002015-11-19T14:32:09.621-08:0010 years now and still going !<br />
<h4 style="-webkit-text-size-adjust: auto; background-color: white; color: #666666; font-family: 'Lucida Grande', Arial, Helvetica, sans-serif; font-size: 14px; line-height: 1.8em; margin: 0px; padding: 6px 20px;">
Clients of MMA Lean Associates Inc. since 2011 included:</h4>
<div class="news_article_description" style="-webkit-text-size-adjust: auto; background-color: white; color: #666666; font-family: 'Lucida Grande', Arial, Helvetica, sans-serif; font-size: 14px; margin: 0px; padding: 0px;">
<div style="font-size: 1em; line-height: 1.8em; padding: 6px 20px;">
<span 12.8000001907349px="" arial="" background-color:="" ffffff="" font-family:="" font-size:="" sans-serif="" style="margin: 0px; padding: 0px;">Aerospace; food machinery; vehicle parts; facilities recovery; community development; hospital management; social impact measurement; Boards of Directors; community centers; social non-profit; adult night school; teaching Business; mentoring and coaching. </span></div>
<div style="font-size: 1em; line-height: 1.8em; padding: 6px 20px;">
<span 12.8000001907349px="" arial="" background-color:="" ffffff="" font-family:="" font-size:="" sans-serif="" style="margin: 0px; padding: 0px;">The above are the recent 4-5 years. Please find more on my web site at www.mma.ca</span></div>
<div style="font-size: 1em; line-height: 1.8em; padding: 6px 20px;">
<span 12.8000001907349px="" arial="" background-color:="" ffffff="" font-family:="" font-size:="" sans-serif="" style="margin: 0px; padding: 0px;">Mike.davis@mma.ca. Write to me anytime. You are welcome to ask questions. </span></div>
<div style="font-size: 1em; line-height: 1.8em; padding: 6px 20px;">
<span 12.8000001907349px="" arial="" background-color:="" ffffff="" font-family:="" font-size:="" sans-serif="" style="margin: 0px; padding: 0px;"><br /></span></div>
</div>
Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-85740779539754549512012-06-26T08:05:00.000-07:002012-06-26T08:05:02.912-07:00More on LEAN ManagementLEAN will be the way to manage* the entire enterprise. <br />
<br />
* using the word manage in it's widest sense.<br />
<br />
<div>
</div>
<ol>
<li>It's principles etc will be deployed throughout the organization and people's morale will leap ahead. </li>
<li>As it is in Toyota: called Management By Policy Control .. or .. Hoshin-Kanri. </li>
<li>Soon, not so far off, LEAN will be the engine that operates the entire spectrum of an organization. </li>
<li>Soon: "Great, I see that you are using LEAN to manage the entire enterprise!" And .. </li>
<li>"Great, it's very interesting how you are using LEAN Management to adopt Policy and convert Strategic Thinking into Action." </li>
<li>Encompasing SWOT, GOSPA**, MBO**, FMEA, ISC, QA, TQM, PDM et al, and the learning organization. </li>
<li>** with big bold audacious targets. </li>
<li>"I'm so glad to be on your Board of Directors - where LEAN Management is the way to manage ALL of our aspirations and goals totally" </li>
<li>This is the future of LEAN: LEAN Management; the LEAN enterprise / organization.</li>
</ol>
<br />
<div>
</div>
The LEAN principles are greatly human based and will all together emerge as a sort of "Business Culture" <br />
<br />
<div>
</div>
<ol>
<li>That's the way it is since 20 years in Toyota and of course getting better and better.</li>
<li>Perhaps as LEAN unfolds, it may one day be called "GO LEAN" or some such title.</li>
<li>Technology enabling software would have to keep it simple, one-page style, exciting, compelling, etc;</li>
<li>PLUS to make place for the many human-based foundation principles such as:</li>
</ol>
<br />
<ul>
<li> cross-functional, .. multi-disciplinary,</li>
<li>deep reflection (both personal & team),</li>
<li>counter-measure,</li>
<li>at-a-glance visual evaluation, visual symbols etc,</li>
<li>attainment of levels of progress; bronze - silver -gold - etc</li>
<li>present day LEAN tools sets such as SPC, 0 DFFP and the whole range of TPS,</li>
<li>PDCA based (ref. Dr. Edwards Deming),</li>
<li>3G, 4M, 5 Whys' and 7 QC Tools, and QC Story Board,</li>
<li>'Tamazume' massive creative input for ''Cost-Half '',</li>
<li>the journey leading us to TQM</li>
<li>+ all good innovation-collaboration tools***.</li>
<li>*** can I say this as "8 axis of movement" ?</li>
</ul>
Mike Davis, <a href="http://www.mma.ca/">http://www.mma.ca/</a> <a href="mailto:mike@mma.ca">mike@mma.ca</a><br />
<br />
<div>
</div>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com1tag:blogger.com,1999:blog-3893786047563783112.post-72468058354863310832012-06-25T12:42:00.000-07:002012-06-25T12:42:16.858-07:00LEAN Management<span style="color: blue;">Based on my 18 years as VP, Lead Canadian at a Toyota Manufacturing Subsidiary, plus recent initiatives within Governments especially the Health Sector, I would say that the LEAN movement will soon grow-up:</span><br />
<br />
<br />
From > "<em>a</em> LEAN program <em>within</em> an organization", .. or .. " <em>a</em> methodology for (<em>only</em>) process improvement" ..<br />
<br />
<span style="color: blue;">To > All the above, PLUS to be <u>THE</u> enterprise-wide LEAN Management Way that will engulf all of the organization's aspirations, goals, objectives and all operations.</span> <br />
<br />
<span style="color: blue;">I.e.: LEAN will be the way to manage the entire enterprise. </span><br />
<span style="color: blue;"><br /></span><br />
<span style="color: blue;">It's principles etc will be deployed throughout the organization and people's morale will leap ahead. (AS IT IS at Toyota)</span><br />
<br />
So, shortly, we will no longer be saying: "Hi, are you using LEAN to improve productivity and trim workforce (&/or attrition)?" .. nor : "Hi, are you using LEAN to optimize and improve processes?" LEAN Process Improvement of course will remain, sustain and then soon become ''given" as everyone - everywhere adopts the LEAN tools, tips, techniques, templates etc etc to improve processes right now .. and .. to go on forward improving forever ("improvement after improvement", or so-called 'continuous improvement'). <span style="color: blue;">But, LEAN will also become much more encompassing than that.</span><br />
<br />
No longer will we be considering LEAN as just only an added activity that organizations use for productivity. No longer will LEAN be only cornered to specific initiatives and left outside of the total governance of an entreprise. No longer will LEAN be seen narrowly as "Oh yeah it's good stuff, but .. does not apply to Policy, Strategy, HR, Marketing, Technical and Development, et al." No more sayings like that. That view will soon be history.<br />
<br />
<span style="color: blue;">Soon, not so far off, LEAN will be the engine that operates the entire spectrum of an organization.</span><br />
<span style="color: blue;"><br /></span><br />
<span style="color: blue;">Soon we will be saying: "Great, I see that you are using LEAN to manage the entire enterprise!" "Great, it's very interesting how you are using LEAN Management to adopt Policy and convert Strategic Thinking into Action." "I'm so glad to be on your Board of Directors - where LEAN Management is the way to manage ALL of our aspirations and goals totally"</span><br />
<span style="color: blue;"><br /></span><br />
<span style="color: blue;">This is the future of LEAN: LEAN Management; the LEAN enterprise / organization.</span><br />
<span style="color: blue;"><br /></span><br />
<span style="color: blue;">The LEAN principles are greatly human based and will all together emerge as a sort of "Business Culture"</span><br />
<br />
Perhaps as my view unfolds, it may one day be called "GO LEAN" or some such title.<br />
<br />
<br />
Anyway, that's the way it is since 20 years in Toyota and of course getting better and better.<br />
<br />
Mike Davis <a href="http://www.mma.ca/">http://www.mma.ca/</a> <a href="mailto:mike@mma.ca">mike@mma.ca</a><br />Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com2tag:blogger.com,1999:blog-3893786047563783112.post-6116098868154262992012-04-09T12:27:00.002-07:002012-04-09T12:33:51.321-07:00Operational Auditing Methodology<p>Here is my approach to the <span style="color:#3333ff;">Operations Audit</span> mandate:<br /></p><br /><ol><br /><li>Describe what, how, etc are generic SYSTEM expectations.</li><br /><li>With the CEO, CFO, identify the organization's main Operational Systems. </li><br /><li>Examine <span style="color:#990000;">System Weaknesses</span>.</li><br /><li>Make repairs based on experience and best practice. </li><br /><li>Noteably make use of "The Toyota Way" (Lean) </li><br /><li>Deployment and Results with increased morale and strength</li></ol><br />Let me help you by training, advising or auditing.<br /><a href="mailto:mike@mma.ca">mike@mma.ca</a><br /><a href="http://www.mma.ca/">www.mma.ca</a>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-38936572731798730172012-04-09T12:08:00.005-07:002012-04-09T12:26:49.227-07:00OPERATIONS AUDITINGThe Auditor General of Canada recently exposed <span style="color:#990000;">System Weaknesses</span> in the intent to buy F35 jets. It reminds me that any company or organization should seek to have an Operations Audit done from time to time.<br /><br />This is not a financial audit. An <span style="color:#3333ff;">Operational Audit</span> examines the organization and it's practices.<br />We need to identify our weaknesses as an organization before getting stronger - and - certainly Getting Stronger is our organizational aim.<br /><br />So we examine those systems, those systemic weaknesses, and decide on repairs.<br />Repairs can be found from best practices and benchmarks like "The Toyota Way" and others.<br /><br />Use good audit methodology and someone with plenty of experience.<br />Let your Managing Director, CEO, CFO or Corporate Planner lead this activity.<br /><br />I can help you achieve this by training, advising and auditing.<br /><a href="mailto:mike@mma.ca">mike@mma.ca</a><br /><a href="http://www.mma.ca/">www.mma.ca</a>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-36419370617358689802011-11-23T04:56:00.000-08:002011-11-23T06:10:23.993-08:00Teaching The Toyota Way - keep it easier !<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjvmuu9NppTn0zI5GaTNbnCbkCSvy4lE_MDrOkQjfLQ929l2QOJQ2WYE3lJLsWhH_6Uc8lKs9TaIGUvtr-YmemagYNo37I-6uUDUG85OsvgXg7VzbO5Qeb6hoYBtZin713YWwPyUDTxJ60/s1600/Small+bus-e+size.jpg"><img style="MARGIN: 0px 10px 10px 0px; WIDTH: 112px; FLOAT: left; HEIGHT: 159px; CURSOR: hand" id="BLOGGER_PHOTO_ID_5678181683034253986" border="0" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjvmuu9NppTn0zI5GaTNbnCbkCSvy4lE_MDrOkQjfLQ929l2QOJQ2WYE3lJLsWhH_6Uc8lKs9TaIGUvtr-YmemagYNo37I-6uUDUG85OsvgXg7VzbO5Qeb6hoYBtZin713YWwPyUDTxJ60/s320/Small+bus-e+size.jpg" /></a><br /><br />Many people ask me "Do you make teaching it much easier" in your 'classes'?<br /><br /><div align="center"><br /><span style="color:#666666;">NB.: Toyota Way refers to TPS, Lean, Hoshin-Kanri and more... as it is the world's leading way to manage and grow any enterprise whether large or small. Core people values (participate, learn, team, decide,..) are accentuated.<br /></div></span><br />OKAY so my basic approach to teaching The Toyota Way is simplified like this: Firstly: <strong>breakdown</strong> the subject matter into bite-sized and <em>must-be-delicious</em> chunks and enjoy the practical stuff which this 'class' is all about.<br /><br /><br /><br /><br /><span style="color:#3366ff;">1. BREAKDOWN THE MATTER:</span><br />I use the same 12 "Management" elements since the beginning of my blog posts; namely:<br />Q,C,D, .. S,M,P, .. T,E,F, .. G,I,R.<br /><br /><br /><br /><ul><br /><li>Q, C, D..... all enterprises' first 3 concerns are standard throughout the world: Quality, Cost and Delivery..... i.e. "on spec; on budget; on time".</li><br /><br /><li>S, M, P..... the 3 people elements: Safety, Morale (includes training) and Productivity teams and such.</li><br /><br /><li>T, E, F..... 3 'engineering-type' concerns such as: Technical (engineering, R&D,..), Environmental, and Finance concerns like debt level etc.</li><br /><br /><li>G, I, R ..... 3 customer-centric elements: 'Global' means your market concerns on a big picture view (global), Innovation and Relations with customers.</li></ul><span style="color:#3366ff;"><span style="color:#3366ff;">2. TEACHING WAY</span>:</span><br />With each element I explain The Toyota Way: what, where, how it applies, how it is practical and benefical. Not by tongue wagging, no! I always use tools, tips, techniques, templates that the 'student' can take away and put to immediate use.<br /><br /><span style="color:#3366ff;">3. FOCUS on RESULTS:</span><br />Not only is it enjoyable (fun !) learning all kinds of tools, tips, techniques, templates, lil' rules, systems, etc but it is also therapeutic knowing that you are expanding your mind with the grounded, honest principles of a Business Way that:<br />A......... supports people be they employees, customers, suppliers .. and,<br />B......... eliminates waste, shrinks bottlenecks, improves profits with everyone joining-in.<br /><br />Thanks for asking, Mike :)<br /><br />More...... <a href="http://www.mma.ca/">http://www.mma.ca/</a><br />Photo Album....... <a href="http://www.facebook.com/pages/MMA-Lean-Associates-Inc/279687248718569?sk=wall">http://www.facebook.com/pages/MMA-Lean-Associates-Inc/279687248718569?sk=wall</a><br />References....... <a href="http://www.linkedin.com/in/MMAlean">http://www.linkedin.com/in/MMAlean</a><br />Video clips........ <a href="http://www.youtube.com/user/MMAdotCA">http://www.youtube.com/user/MMAdotCA</a><br />Writings..........: <a href="http://a3-hoshin-tps-leanblog.blogspot.com/">http://a3-hoshin-tps-leanblog.blogspot.com/</a><br /><br /><br /><br /><br /><p></p>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-21628705564892438792011-10-22T06:09:00.000-07:002011-10-22T07:01:54.187-07:00Cheat Sheet to Help You Choose a ConsultantGood morning!! ... I read in the Globe&Mail's Small Business Section Thursday that all companies- large or small, should have a "demonstration script" to give to their prospective consultant vendors.<br />A great idea!!<br /><br />Here's my version: (<span style="color:#990000;">I call it a 'Cheat Sheet'</span>)<br /><br />To: All Management Consultancy Vendors:<br /><br />In your presentation to our company, please demonstrate <strong><span style="color:#990000;">HOW</span></strong> your consultancy will achieve the following for our company should we contract you.<br /><br />Checklist:<br /><br /><ol><br /><li>HOW you will act as a teacher <span style="color:#660000;">and</span> as a coach.</li><br /><li>Your 'system' of Corporate Planning & Control et al.</li><br /><li>Visioning- visually so as to communicate our path with images.</li><br /><li>Which 'best practices' (list) you intend to impart to us.</li><br /><li>Road to TQM, .. Total Quality Management.</li><br /><li>HOW you will keep it simple.</li><br /><li>Your promotion of Continuous Innovation.</li><br /><li>Dr.Deming of PDCA fame.</li><br /><li>Your list of tools (eg ‘QC 7 Tools’) that will be taught.</li><br /><li>Visual Control.</li><br /><li>HOW you will have our people involved.</li><br /><li>How our people will achieve Continuous Learning.</li><br /><li>Values such as Reflection et al.</li><br /><li>Your expectation of what you will GIVE to us overall.</li><br /><li>Your full fees and costs explained.</li></ol><br /><p>Additionally from Mike: you can now find my practice on Facebook at</p><br /><p>Facebook Web Site: <a href="http://www.facebook.com/pages/MMA-Lean-Associates-Inc/279687248718569?sk=wall">http://www.facebook.com/pages/MMA-Lean-Associates-Inc/279687248718569?sk=wall</a></p><br /><p>Mike Davis <a href="mailto:mike@mma.ca">mike@mma.ca</a></p><br /><p>More on Mike at Linked-In: <a href="http://www.linkedin.com/in/MMAlean">http://www.linkedin.com/in/MMAlean</a> </p><br /><p></p>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-47975920440197268642011-09-30T05:31:00.000-07:002011-09-30T07:04:11.499-07:00Small Business wants Management!Good morning !! .. because last evening we learned hughely about Web 2.0 from Internet Guru Mr. Byron Biggs via a CEDEC.ca seminar. So I'm sitting down to write a timely BLOG, <em>right now,</em> about <span style="color:#993300;">Small Business'</span> interests in <strong><span style="color:#006600;">Management</span></strong> subjects.<br /><br /><br />Following 18 years in Top Management positions with Toyota manufacturing, I've devoted my latest 5 years to Small Businesses - - - to their Management issues/ systems/ approaches: from Strategic Planning to Goals, Actions, Follow-up and reflection .... all of that in an organized way which has a name: <strong><span style="color:#006600;">HOSHIN</span></strong>. Roughly translated, this Japanese Management system, Hoshin, means Steady Direction; through rough seas into calmer waters on the way to our destination. Hoshin has Dr. Deming's PDCA in its roots.<br /><br /><strong><span style="color:#993300;">My observations about Small Businesses' Management: there are d</span></strong><strong><span style="color:#993300;">ifferences regarding their Management interest</span></strong>:<br /><br />A. Businesses which have only one or two people <em>deeply concerned</em> about Management subjects are likely to enjoy one-on-one ad-hoc meetings rather than say weekly committee meetings.<br /><br />B. Businesses which have 3, 4 or 5 people <em>who are deeply concerned</em> about <span style="color:#006600;"><strong>Management subjects</strong> (such as 'Mission' et al; Goals; 'Process'; Structure and Organization; Roles and so on)</span> enjoy larger meetings that last 2 hours or more and are regularly scheduled such as the Weekly Planning Meeting and the Monthly Review Meeting.<br /><br />C. Both of these have a tendancy to Manage by the decided way that the CEO insists upon .. OR ALTERNATIVELY .. in some cases the CEO allows someone else, example the QA Manager or Finance Manager, to run the Management System.<br /><br />D. My findings so far are that <span style="color:#993300;">Small Businesses</span> often change their Management Approach from year to year based on some new info they've learned and/or based on some requirement that a Large Customer may be imposing on them.. such as ISO-9000 or Lean Manufacturing(TPS) as 2 examples. So they change their style of managing, their management tools, meeting frequencies, etc.<br /><br />E. I've also found that those <span style="color:#006600;">Management Leaders</span> <span style="color:#993300;">in Small Businesse</span> really and truly want to achieve Goals and to do so efficiently. They want it even though they have no time. Goals have been elusive in their Small Business. Achievement of Goals is lacking and leaders debate among themselves as to why. They know in their gut that a good, full-circle Management Approach must be part of what they all do. <em><br /><br /></em><span style="color:#993300;"><strong>What am I looking for?</strong></span><br /><br />I'm now seeking English-speaking Small Businesses in the Eastern Townships / Monteregie Regions of Quebec in order to study them and find the right HOSHIN solution for them that will overcome the issues which I've outlined above. The solution found <span style="color:#cc0000;">would be given freely</span> to the Business.<br /><br /><span style="color:#993300;"><strong>What can I offer?</strong></span><br /><br />Based upon my experience, <a href="http://www.mma.ca/">http://www.mma.ca/</a> and my life-long dedication to Management Solutions, I believe that I can produce results - - - in a friendship manner, like I've done with all my clients and friends over 40 years.<br /><br />Please check it out and move your business "through calmer waters to your intended destination" with HOSHIN. Go ahead and click on <a href="http://www.mma.ca/">http://www.mma.ca/</a><br /><br />Thank you for reading today and I hope I've left you with a picture in your mind that there is a really <span style="color:#006600;">great Management System</span> out there, <span style="color:#006600;"><strong>Hoshin</strong></span>, mastered by Toyota, and it could simply be yours too.<br /><br />Mike Davis <a href="mailto:mike@mma.ca">mike@mma.ca</a><br /><br />More on Mike at Linked-In: <a href="http://www.linkedin.com/in/MMAlean">http://www.linkedin.com/in/MMAlean</a>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-36984653907915268092011-07-24T04:19:00.000-07:002011-08-01T05:35:57.996-07:00Vision - - - visually !Leaders often write Vision, Mission and Values statements and post them up on their employee notice boards, cafeteria walls, web sites and introductions to Strategic Planning.<br /><br />Good stuff !<br /><br />Now, this Toyota guru today is promoting that we create 3 visions (1- industry, 2- company, 3- myself) that shall be <strong><span style="color:#ff0000;">visually stimulating</span></strong>. I.e. <span style="color:#006600;"><strong>images</strong></span> become communication.<br /><br /><span style="font-size:180%;">1- Vision</span> <span style="font-size:180%;">One</span> - - the entire Industry in which we work.<br /><br />Here are a couple of Industry Vision examples, just <span style="color:#cc33cc;">to illustrate the visualisation - imagery</span>. A real case would have more content than these here.<br /><br />Example - The Rescue industry = saving lives AND PLUS providing nourishment <span style="color:#ff0000;">"as the injured lie on their cots"</span>, ...<br /><br />Example - The Disaster Recovery industry = repairs on site AND PLUS <span style="color:#006600;">we transform the old into a new more functional facility,</span> ...<br /><br />So, in Vision One, the highly <span style="color:#ff0000;"><strong>visual image</strong></span> of transformation is expressed using imagery such as <span style="color:#ff0000;">firetrucks arriving on the scene</span> - - you can virtually ''see it''; see the vision.<br /><br />Write this from a high level up, even higher than a helicopter view, in order to put you in the high place of seeing over the entire industry's purpose, methods and actions.<br /><br />By doing this <span style="color:#009900;"><strong>"visualizing"</strong></span> of the Industry Vision-One, we may actually be able to improve or transform our entire industry; ... especially if we are active industry-association board members.<br /><br /><span style="font-size:180%;">2- Vision</span> <span style="font-size:180%;">Two</span> is the image of Our Company working in a distinctive way within our industry.<br /><br />Here are a couple of Company Vision examples just <span style="color:#009900;">to illustrate the visualisation - imagery</span>. A real case would have more content than these here.<br /><br />Example - in the Rescue industry = we deliver to the injured our <span style="color:#cc33cc;">"care kits"</span> which include food, chocolate bars, hot towelettes, <span style="color:#cc33cc;">cell phones to call home</span>, .... etc<br /><br />Example - in the Fire recovery industry = our <span style="color:#3333ff;">"complete build teams"</span> rush over in <span style="color:#3333ff;"><strong>big blue trucks</strong></span> to transform the old premises into a whole new and better living/working facility thusly helping our client <span style="color:#009900;"><span style="color:#009900;">transform his pain into a new stimulating beginning</span>.</span><br /><br />Plus, in Vision-Two, we also add that our company will become known via <span style="color:#3366ff;"><span style="color:#cc6600;">spots on the National News</span>.</span> We will transform our entire industry and become the leader <span style="color:#cc6600;">with branches in every</span> (city, state, province, ...) etc. Can you ''see'' it?<br /><br />By doing this "visualizing" of the Company Vision-Two, we will actually transform our company into a more powerful and stimulating one.<br /><br /><span style="font-size:180%;">3- Vision Three</span> is the image of ourself (and/or a specific team) going forward in our career (long term vision).<br /><br />Here are a few Self Vision examples just for <span style="color:#cc0000;">visually illustrative</span> purposes only. A real case would have more content than these.<br /><br />Examples - - to become like a <span style="color:#cc0000;">"Mike Holmes"</span> of TV fame; ... to become a panelist on <span style="color:#cc0000;">"The Dragon's Den";</span> ... and / or ... I'll <span style="color:#993300;">write a blog or book</span> like "xyz" ; ... I'll create a model company like Sam Walton did (i.e. <span style="color:#993300;">Wal*Mart</span>); ...<br /><br />So in Vision Three we <span style="color:#006600;"><strong>''see''</strong></span> a picture of ourself going forward to a desired place and being that described individual with those described energies, networks, activities, hobbies, family, etc etc etc.<br /><br />4- Of course our visualized company needs to garner the very best of The Toyota Way. Such as I've described earlier in this A3-Hoshin-TPS-Leanblog and on my web site at <a href="http://www.mma.ca/">http://www.mma.ca/</a><br /><br />Thank you for reading today. I hope that I've managed to leave a picture in your mind of my 'visualizing the vision'.<br /><br />Mike Davis <a href="mailto:mike@mma.ca">mike@mma.ca</a>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-69876342503747022482011-06-24T06:41:00.000-07:002011-06-24T07:27:33.286-07:00Toyota guru helps a large enterprise.<p align="left"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjwHNuCP673mK2ekP8hXsCG052bVb4CEyCwYEPlBuVnzMiTdDEUz1UVjgrdFXHrTfnnrF6IuJ6S8MOLu0ulqpzGtJXWVA_Gs94pc6YV13zhscFc1k06cg8m_zrIQcljBAsN85FZgHBwwKI/s1600/F43U6283e_size.jpg"><img style="TEXT-ALIGN: center; MARGIN: 0px auto 10px; WIDTH: 127px; DISPLAY: block; HEIGHT: 154px; CURSOR: hand" id="BLOGGER_PHOTO_ID_5621792425962531410" border="0" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjwHNuCP673mK2ekP8hXsCG052bVb4CEyCwYEPlBuVnzMiTdDEUz1UVjgrdFXHrTfnnrF6IuJ6S8MOLu0ulqpzGtJXWVA_Gs94pc6YV13zhscFc1k06cg8m_zrIQcljBAsN85FZgHBwwKI/s400/F43U6283e_size.jpg" /></a></p><br /><br />How does a <span style="color:#000000;">Toyota guru</span> (i.e. Toyota manufacturing top executive) help a large enterprise to achieve its NEW goals?<br /><br /><br /><br /><br /><ol><br /><br /><br /><li>First, a good dialogue over 2 days with the each of the enterprise's top 5 executives: on many subjects, a few of those subjects would include the 6 below:</li><br /><br /><br /><li>Historically what are the Plans and achievements so far to date? How well is "Management By Objectives" (MBO) practiced over here?</li><br /><br /><br /><li>What is the current level of understanding of (Dr.Deming's PDCA) Plan, Do, Check (and reflect), Act-Adjust? Reviews of progress are formal (written) or informal and at what frequency- weekly?, monthly?</li><br /><br /><br /><li>Are all the 12 Corporate Base Elements being covered? Please see my earlier blog posts for QCDSMPTEFGIR. Q= Quality, C = Cost, D=Delivery, S=Safety, and so on.</li><br /><br /><br /><li>How to describe "the culture of improvement" in this place(s).</li><br /><br /><br /><li>What are the ''dynamics'', or driving forces, that exist to get new goals accomplished? Are these within the "culture" or the character of the leader?</li><br /><br /><br /><li>What are the biggest roadblocks?</li><br /><br /><br /><li>Secondly, the guru shall a) define their "management system" and present culture, and b) find THE NEW necessary amendment to that "management system".</li><br /><br /><br /><li>This amendment takes the existing system and shoulders it with The Toyota Way (i.e. Lean Management Way).</li><br /><br /><br /><li>A healthy understanding of this change is next. The 5 top executives wring out this change amongst themselves with the help of the guru. </li><br /><br /><br /><li>Some questions amongst themselves will be "Are we prepared to make a change ourselves?" "How do we do this in bite-sized increments?" "Let's be sure we keep it simple!" "Which tools and techniques are we ready to deploy now?, and later?</li><br /><br /><br /><li>Thirdly, a more widespread basic training begins for the Top Management levels. This can produce more fine tuning to the management system amendments as the guru and the Top-5 listen to the other executives and work to get it right for the entire enterprise.</li><br /><br /><br /><li>Culture change will be evident and will need to be addressed as a major objective itself.</li><br /><br /><br /><li>Fourthly, Plan the management system change implementation. Keep it simple!</li><br /><br /><br /><li>Benefits: The Toyota Way management system gets objectives DONE.</li><br /><br /><br /><li>More on that at <a href="http://www.mma.ca/">http://www.mma.ca/</a></li></ol><br /><br /><br /><br /><p>Thanks for reading,</p><br /><br /><br /><br /><p>Mike Davis; <a href="mailto:mike@mma.ca">mike@mma.ca</a></p><br /><br /><br /><br /><p></p><br /><br /><br /><br /><p></p>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-76717735758828540712011-03-13T11:57:00.000-07:002011-03-13T12:50:46.756-07:00Dr. Deming's PDCA<span style="color:#3366ff;"><span style="font-size:180%;">PDCA</span> </span>is a core principle of the <span style="color:#3366ff;">Hoshin Planning & Control System</span>, i.e The 'Toyota Way' or => The Toyota Management System (TMS).<br />PDCA is applied to <em><span style="color:#3366ff;">each</span></em> of the 12 organizational target areas (see previous blog)<br /><br /><span style="font-size:130%;"><span style="font-size:180%;color:#3366ff;">P:</span> ----</span> PLAN:<br /><ol><li>WHO will lead and assist from cross-functional areas?</li><li>WHAT bold objective are we continuing to chase?</li><li>WHEN do we start and expect to finish each sub-action item?</li><li>WHERE is the actual place of action? We go there now.</li><li>WHY, it is because this objective is tied to major organizational 'Policy'. (tbd)</li><li>HOW do we proceed, by WHICH sub-actions to move us along?</li><li>HOW MANY is our actual measured performance result ( # ) & next target #?</li><li>HOW MUCH resources can we apply to this bold objective?</li><li>HOW OFTEN does our cross-functional team review its action & result?</li></ol><p><span style="font-size:180%;color:#3366ff;">D:</span> ---- DO:</p><ol><li>DO the sub-action items and get the schedule DONE.</li></ol><p><span style="font-size:180%;color:#3366ff;">C:</span> ---- CHECK:</p><ol><li>MEASURE the actual results achieved ( #'s ) AND measure each sub-action's progress.</li><li>COMPARE to the Year-To-Date target # that was set in P: above.</li><li>COMPARE currect progress to the sub-actions' schedule as was set in P: above.</li><li>EVALUATE good (use circles O's) or bad (use X's)... for this past month?</li><li>ANALYSE variation between actual results and target expectations. Use professional 'QC' tools for analysis.</li><li>REFLECT deeply ( 5 why's ): did we miss something and so on. Reflect on our own behaviour without excuse. Reflect as a Team. This is the most meaningful differenec between the Toyota-Way and previous ideas of 'Management By Objectives' (MBO). REFLECTION produces 'The Learning Organization'.</li></ol><p><span style="font-size:180%;color:#3366ff;">A:</span> ---- ADJUST:</p><ol><li>CORRECTIVE ACTION to get us back on track.</li><li>VERIFY our corrective action frequently.</li><li>TEAM-UP as often as possible to assure cross-functional participation.</li></ol><p>So, keep this PDCA cycle going like a wheel. Continuous PDCA becomes our culture of continuous improvement and learning - - - - thusly profit will ensue.</p><p>Mike Davis, a Toyota exec. <a href="http://www.mma.ca/">www.mma.ca</a></p><p> </p>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-81940199490265205392011-03-13T11:09:00.000-07:002011-03-13T11:33:59.046-07:00Starting Hoshin<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiw7R_90wlf-gQsPbGNnGLV5LXQLY2k2W_02028KJ6OPylpzlpWeZR0utrBJrW7FqSEvM82sEmXQDJaXjxM8jVzcj3gVcv2SJ31kUOX2ZWuSyURdZMfcN5n2ZxTHlUmjFPlQrlUwI6q0o/s1600/LEEN+strategie+PPT+English+for+DL.jpg"><img style="TEXT-ALIGN: center; MARGIN: 0px auto 10px; WIDTH: 400px; DISPLAY: block; HEIGHT: 300px; CURSOR: hand" id="BLOGGER_PHOTO_ID_5583634285195059666" border="0" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiw7R_90wlf-gQsPbGNnGLV5LXQLY2k2W_02028KJ6OPylpzlpWeZR0utrBJrW7FqSEvM82sEmXQDJaXjxM8jVzcj3gVcv2SJ31kUOX2ZWuSyURdZMfcN5n2ZxTHlUmjFPlQrlUwI6q0o/s400/LEEN+strategie+PPT+English+for+DL.jpg" /></a> <div><div><div><div><div>Starting Hoshin for any organization, we begin by a SWOT analysis of each of the 12 organizational target areas, or 'elements'.</div><div> </div><div>Always keep it simple.</div><div>Use measurements.</div><div>Find out what others are doing by 'benchmarking'.</div><br /><div>Best wishes from a 'Toyota' exec.,</div><div>Mike Davis <a href="http://www.mma.ca/">http://www.mma.ca/</a></div><br /><br /><br /><br /><div></div><br /><br /><br /><br /><br /><div></div></div></div></div></div>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-37559813406367399652009-11-14T06:20:00.000-08:002009-11-14T07:41:22.463-08:00Today's post promotes Dr.Deming's Management Cycle<span style="color:#990000;"><span style="font-size:130%;">PDCA</span> </span>is a fundamental base and principle of the <em><span style="color:#3366ff;">Hoshin Planning & Control System</span></em>. The PDCA Cycle is essentially a definer of what means "Management". Let me explain these 4 components:<br /><br /><span style="font-size:180%;color:#990000;">P:</span> --------------------------------------------------------------------<br />PLAN .. includes a number of things in the PDCA cycle:<br /><ul><li>WHICH: The target area, say Quality, and it's subset of say 2 targets: Examples: Customer Rejects; Internal rejects.</li><li>HOW MUCH: Each target's measurement basis and it's numbers: Example: PPM (bad parts per million good ones) </li><li>WHY: = my target here is tied back to which major <em>policy*</em> of the company as a whole. (*policy- another discusion to come)</li><li>REFLECTION: Analysis of how we ''managed'' last year; how did our PDCA go?</li><li>8-D: Analysis of the problem today (This can use Quality Control Analysis techniques/ tools)</li><li>WHAT: This year's <strong>BOLD OBJECTIVE</strong> : target number(s) From 100 To 50 PPM</li><li>HOW: Activities defined which we plan this year in order to succeed/ improve and meet the stated target. Say 2 or 3 and sometimes 5 or 6 activites. One of these may be very broad like acquire ISO/ AS9000 and such.</li><li>WHO: will help me (I am the cross-functional leader). From which professional & functional disciplines.</li><li>WHEN: the due date for completion of this particular stated activity and the frequency of PDCA follow-up/ formal review. (Project management techniques will aid this endeavour)</li></ul><p><span style="font-size:180%;color:#990000;">D:</span> -------------------------------------------------------------------</p><p>DO .. means we get the activities and sub-activities and tasks etc etc done (via our cross-functional teams) within a short period of time before the next review. </p><ul><li>Mike's real experiences says review cycles should be monthly.</li></ul><p><span style="font-size:180%;color:#990000;">C:</span> --------------------------------------------------------------------------</p><p>CHECK .. means that this is a control system. We check daily; and formally we review monthly.</p><ul><li>We measure the output and compare it to the plan (i.e. like a servo-mechanism or 'system')</li><li>Post the today's numbers and compare to the target.</li><li>Post the % done for each activity and compare to the % expected by this point in time.</li><li>Evaluate our performance as good, so-so, poor</li><li><div align="left">Tip: use a circle: O for good, /// for so-so, X for poor, XX if even worse than last year ! </div></li></ul><p align="left"><span style="font-size:180%;color:#990000;">A:</span> ------------------------------------------------------------------------</p><p align="left">ACT .. (( may be <em>better understood as ADJUST ))</em> means that we take action to get back on target.</p><ul><li><div align="left">First step here is we REFLECT deeply on how/ why etc we came up short.</div></li><li><div align="left">8-D further analysis of the problem</div></li><li><div align="left">Decide next steps/ activities re-energized that will get us back on track.</div></li></ul><p align="left"> </p><p align="left">Keep this cycle going for ever and ever amen.</p><p align="left">OK that's it for me this morning,</p><p align="left"><span style="color:#3366ff;">Please post a comment and let me know your thoughts and such</span>.</p><p align="left">:) Mike Davis ex-Toyota subsidiary VP.</p>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-71829558891002506412009-10-05T11:41:00.000-07:002009-10-05T13:31:21.487-07:00Implementing Hoshin - continuedA good fellow, age 30's-something, Manager/ Engineer, educated in the US and UK, has done successful lean works at manufacturers in the UK and India. Today he is asking "Tell me more about Mike's 3 Keys in <strong>implementing Hoshin</strong>".<br />So here goes <em>and I hope that other Hoshin and Lean advocates will weigh-in.</em><br /><em></em><br /><span style="font-size:85%;"><span style="color:#666666;"><em>PS I'll probably throw-in some rules like do's and don'ts but it's only because I've actually been the one (EVP) who ran this Hoshin activity for 15 years in a 3000 people Toyota subsidiary following rigorous training in Japan. So I apologize in advance if anyone finds my rules a bit too much.</em> Mike</span>.</span><br /><em></em><br /><span style="font-size:130%;">One:</span><br /><br />All the company's vice-presidents come together at the table. <em>Let's say it's a 'given' that they already have some strategic planning/ vision/ values/ mission/ budgets etc already done so far</em>. Such prior work is an excellent foundation for what is to come with the Hoshin way.<br /><br />Now, they take out a very big sheet of paper and examine the company by its 12 areas of goals: Q C D S M P TE F G I R .. please see my earlier blogs, or, on my web site at <a href="http://www.mma.ca/">www.mma.ca</a><br /><br /><span style="font-size:85%;color:#666666;">(<span style="color:#666666;">MMA stands for Meilleurs Methods d'Affaires in Manufacturing, Management and Administration.)</span></span><br /><br />They all stay in the room and make a review, working ''as one team all together''. They review each of these 12 areas taking one at a time. NB: ''as one team ALL together'' is KEY.<br /><br /><span style="color:#666666;"><span style="font-size:85%;">There is no<em>: "hey, you take this, I'll take that";</em> nor any of:<em> "let's split into groups and meet back later".</em> None of that. Please. You'll see why</span>.</span><br /><br /> Let's just take the first one, "Quality" for example:<br /><ol><li>Do <strong>actual</strong> numbers currently exist? E.g. 1300 <span style="font-size:78%;">PPM</span> * rejects from the customer = 0.1%</li><li><div align="center">* PPM * = # of defects per million of good ones shipped.</div></li><li>Do <strong>target</strong> numbers exist? by product line? by customer? E.g. 500 <span style="font-size:78%;">PPM</span> or ½ of 0.1%</li><li>Are there <strong>benchmarks</strong> out there in our industry? e.g. 25 <span style="font-size:78%;">PPM</span> defects per million good ones shipped. </li><li><span style="font-size:85%;color:#999999;"><span style="color:#666666;">PS: it's also OKAY to have more than one measurement for each goal area</span>.</span></li><li>Who set the benchmarks? the customer? which customer? a competitor? which competitor?</li><li>Then: do a SWOT for Quality. (<span style="font-size:78%;">INTERNAL:</span> Strengths, Weaknesses. <span style="font-size:78%;">EXTERNAL:</span> Opportunities, Threats.)</li><li>Sum-up what does the Quality SWOT tell us? Is it that we need a ''breakthrough'', a major leap-up in Quality, standardization, product development, processes, administration,.. etc etc?</li><li>After that: which target level <strong>do we need to be</strong> at in 3 years? So, 500 --> 100 --> 25 <span style="font-size:78%;">PPM</span> ?</li><li>Also, do the same as you would do for strategic planning etc : Ask ourselves all together - - which level of Quality <strong>do we want to be </strong>at? and, which level <strong>are we really determined</strong> about? this gets a little sticky because it is easy to back down from the really tough challenges. We gotta have some LEADERS in the gang who will push severly hard to get us to challenge ourselves enormously.</li><li><span style="font-size:85%;"><span style="color:#666666;">Remember that Toyota and Bridgestone etc don't take light targets and they don't take any excuses either. A rather tough bunch over all. Toyota sets very tough targets even if so-called "impossible" in the short term. Tough targets get us moving faster with more detemination. Easier, "realistic", "safer", or "set a number that ensure we get our year-end bonus or pay raise" type of targets are really not all that motivational. Toyota knoes this. All of Japan knows this. All of Japan has faced this.</span></span></li><li><strong>Do we know</strong> of ways & means (methods)(best practices like ISO, TQC, TQM, VC, 0-DFFP, QA, QRE, QE, DOE, 'Gates', TPS, Lean, 6-sigma, ....)?</li><li>IF NOT, do we know how & where to go find out?</li><li>Try to decide which of the best practices (those you currently see or foresee) that YOU ALL AS A TEAM wish to adopt and implement on a 3 year timetable. </li><li>Finally, pick from among you a single Vice-President to lead the implementations in this goal area. Pass an oath or resolution of the administrative committee that the chosen one has all empowerment to get this done over the entire company and through all silos. Thusly when he or she brings people together from all functions, his or her activity and decision is perfectly supported by all the vice-presidents in harmony. This is more than 'key'. It is critical. <span style="font-size:85%;color:#666666;">(And I'm sure all of you know that too. Been around the block so to say..etc. It's just important for me to say it in black and white.)</span></li><li>Do all 12 areas like this.</li><li>Keep the President in constant touch. Later it's he or she who will be publishing a major policy statement (with you all) for the whole company and many of it's stakeholders to take to heart. It will become the basis/ platform of all action.</li></ol><p>OK for this afternoon folks. In my next post I'll be talking about this wide policy statement and how it affects each and every person in the company with success being due to empowering cross-functional teams, with very high levels of morale, to accomplish bold objectives. By this HOSHIN approach, a company can become sustainable for the long term.</p><p>:) Mike Davis ex- Toyota subsidiary VP.</p>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com1tag:blogger.com,1999:blog-3893786047563783112.post-62896801465445751822009-10-03T12:30:00.000-07:002009-10-03T12:48:23.849-07:00<strong><span style="color:#cc6600;">Implementing Hoshin : let's get started.</span></strong><br /><br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgeqa3RHuy2lihfkhjxd29uzKMrtvwSmhGBZqYalH929Db7wG2vUI2LgDKLY_cz2c4AjHhRfKvsD0trzzb7CHv1shqqcgqZAtf8ko50fCUUOYARCS0wmIaJPGhmbnMv4uX5mFcs-gNjwPc/s1600-h/LEEN+HOSHIN+PPT+En-cs480-380.jpg"><img id="BLOGGER_PHOTO_ID_5388458856425198226" style="FLOAT: left; MARGIN: 0px 10px 10px 0px; WIDTH: 400px; CURSOR: hand; HEIGHT: 320px" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgeqa3RHuy2lihfkhjxd29uzKMrtvwSmhGBZqYalH929Db7wG2vUI2LgDKLY_cz2c4AjHhRfKvsD0trzzb7CHv1shqqcgqZAtf8ko50fCUUOYARCS0wmIaJPGhmbnMv4uX5mFcs-gNjwPc/s400/LEEN+HOSHIN+PPT+En-cs480-380.jpg" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhCDOAiKJ9bgPyOcPneFCiAWs_d6vQdp7atgoikNEMxDxPtznij1x1Lbm3MWOr0yOstcqT8TyWUgNGJNQQIFKEBF-_3FynG8IaLg2rxkNxhWgWm31i4hILuFPIoykwsbhyphenhyphenjeK1cYkK9LQY/s1600-h/LEEN+strategie+PPT+English+for+DL.jpg"></a>In this blog, I'm continuing the introduction of one of the early steps in the implementation of Hoshin into an Organization's Strategic Management Process. (See also a post in August)<br />Simply this: form the VP's team and together put a target into each of the 12 goal areas of your enterprise.<br />These 12 areas get kept forever. This is one of the long-term advantages of applying Hoshin.<br />Responsibility for the planning and accomplishment of each company-wide target is determined by the VP's working together. They become the first cross-functional team.<br />Thereafter everyone is in sync with the organization's cross-functional objectives and the implementation methods and their role in the action. "Silos" are no longer the m.o. This is the secret of Hoshin. NEXT: implementation steps, charts, meetings, updates, control ... PDCA and the like.<br />Source: we used this during my 18 years as the Vice-President at our Toyota subsidiary.<br />Best wishes in your Hoshin implementation.<br />Mike Davis <a href="http://www.mma.ca/">http://www.mma.ca/</a>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com0tag:blogger.com,1999:blog-3893786047563783112.post-25359245206323180052009-08-21T05:07:00.000-07:002009-08-21T05:34:07.638-07:00Good Friday morning,<br />This week I had the great opportunity to receive a presentation of how "social networking computer tools" can be FANTASTICly applied WITHIN any company or any organization which has people and/or associates and/or members !!!<br /><br />The purpose is : collaboration in real time. <br /><br />Here's my point: these tools can have a most powerful impact on the implementation of HOSHIN-KANRI (i.e. Policy Deployment; i.e. MBO the Toyota Way). I can't wait to do a Hoshin implementation project using such Portal / Collaboration tools as : here's just a few: Discusion Forums; Wikis; Blogs of course; SMS; RSS; Libraries; and approx 20 or 40 more tools.<br /><br />AND I think that the packaging of all these tools into one offering will replace the "IntRAnet" that employees & managers currently refer to .<br /><br />IF YOU LIKE to learn more, I know the good people at <a href="http://www.vennware.com/">www.vennware.com</a> who have just such a VERY COMPLETE package.<br /><br />Have a great weekend,<br />Mike Davis. .......... please leave a comment. Thanks.Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com1tag:blogger.com,1999:blog-3893786047563783112.post-73162018973924127312009-08-07T14:06:00.000-07:002009-08-07T14:26:09.818-07:00Getting started with Hoshin<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhn2OcEcT7PM2MdnnYCVqtOhRRCN9GYoO-dYYACr9Fy_ow0ch-T7EKU2lWCmo1unpUDhxxoldxuLn3TR7SFkQwLA1rOxqV2CzVY2-cCvUK7Xbc8XArXgGUm2xEjyBJFza2YodtVpv0rWeI/s1600-h/LEEN+strategie+PPT+English+for+DL.jpg"><img id="BLOGGER_PHOTO_ID_5367333706996280578" style="FLOAT: left; MARGIN: 0px 10px 10px 0px; WIDTH: 400px; CURSOR: hand; HEIGHT: 300px" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhn2OcEcT7PM2MdnnYCVqtOhRRCN9GYoO-dYYACr9Fy_ow0ch-T7EKU2lWCmo1unpUDhxxoldxuLn3TR7SFkQwLA1rOxqV2CzVY2-cCvUK7Xbc8XArXgGUm2xEjyBJFza2YodtVpv0rWeI/s400/LEEN+strategie+PPT+English+for+DL.jpg" border="0" /></a><br /><div><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhCDOAiKJ9bgPyOcPneFCiAWs_d6vQdp7atgoikNEMxDxPtznij1x1Lbm3MWOr0yOstcqT8TyWUgNGJNQQIFKEBF-_3FynG8IaLg2rxkNxhWgWm31i4hILuFPIoykwsbhyphenhyphenjeK1cYkK9LQY/s1600-h/LEEN+strategie+PPT+English+for+DL.jpg"></a>In this blog, I'm introducing one of my early steps in the implementation of Hoshin into an Organization's Strategic Management Process.</div><div> </div><div>Simply this, do the usual SWOT but do it by each target area of the enterprise.</div><div> </div><div>These 12 areas get kept forever. This is one of the long-term advantages of applying Hoshin.</div><div> </div><div>Source: we used this during my 20 years (as EVP) at a Toyota subsidiary. </div><div> </div><div>Best wishes in your Hoshin implementation.</div><div>Mike Davis <a href="http://www.mma.ca/">www.mma.ca</a><br /><br /></div><div><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjOswiaCHSCUJPQyG7fH3-1aR3sQLCjOSS4jSP6ZFW3Ur3S2GBngyCGhEX8szRqjM-CN8bff4dl2cDlVtmU-rU_tJLyFumdqxCEADWCrqLE-e7jyGUyJk7GZuQVQKj4h7xyA-flDSn65JY/s1600-h/LEEN+strategie+PPT+English+for+DL.jpg"></a><br /><br /><br /><div></div></div>Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com2tag:blogger.com,1999:blog-3893786047563783112.post-37400944353535605422009-08-04T05:57:00.000-07:002009-08-04T06:02:14.900-07:00Blogger at : <a href="http://a3post.blogspot.com/2009/08/glimmers-of-hope-but-no-consummating.html?showComment=1249389108483">http://a3post.blogspot.com/2009/08/glimmers-of-hope-but-no-consummating.html?showComment=1249389108483</a><br />wrote:<br />" "It has now been over four and a half decades since Toyota invented the version of hoshin kanri that will eventually become management's new gold standard" "<br />So I'm asking how can we get the mesage out?Mike Davishttp://www.blogger.com/profile/10002655606793038392noreply@blogger.com1