Teaching The Toyota Way - keep it easier !

Many people ask me "Do you make teaching it much easier" in your 'classes'?

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.

OKAY so my basic approach to teaching The Toyota Way is simplified like this: Firstly: breakdown the subject matter into bite-sized and must-be-delicious chunks and enjoy the practical stuff which this 'class' is all about.




1. BREAKDOWN THE MATTER:
I use the same 12 "Management" elements since the beginning of my blog posts; namely:
Q,C,D, .. S,M,P, .. T,E,F, .. G,I,R.

• 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".



• S, M, P..... the 3 people elements: Safety, Morale (includes training) and Productivity teams and such.



• T, E, F..... 3 'engineering-type' concerns such as: Technical (engineering, R&D,..), Environmental, and Finance concerns like debt level etc.



• G, I, R ..... 3 customer-centric elements: 'Global' means your market concerns on a big picture view (global), Innovation and Relations with customers.

2. TEACHING WAY:
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.

3. FOCUS on RESULTS:
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:
A......... supports people be they employees, customers, suppliers .. and,
B......... eliminates waste, shrinks bottlenecks, improves profits with everyone joining-in.

Thanks for asking, Mike :)

More...... http://www.mma.ca/
Photo Album....... http://www.facebook.com/pages/MMA-Lean-Associates-Inc/279687248718569?sk=wall
References....... http://www.linkedin.com/in/MMAlean
Video clips........ http://www.youtube.com/user/MMAdotCA
Writings..........: http://a3-hoshin-tps-leanblog.blogspot.com/

Toyota guru helps a large enterprise.

How does a Toyota guru (i.e. Toyota manufacturing top executive) help a large enterprise to achieve its NEW goals?

1. 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:




2. Historically what are the Plans and achievements so far to date? How well is "Management By Objectives" (MBO) practiced over here?




3. 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?




4. 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.




5. How to describe "the culture of improvement" in this place(s).




6. 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?




7. What are the biggest roadblocks?




8. Secondly, the guru shall a) define their "management system" and present culture, and b) find THE NEW necessary amendment to that "management system".




9. This amendment takes the existing system and shoulders it with The Toyota Way (i.e. Lean Management Way).




10. A healthy understanding of this change is next. The 5 top executives wring out this change amongst themselves with the help of the guru.




11. 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?




12. 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.




13. Culture change will be evident and will need to be addressed as a major objective itself.




14. Fourthly, Plan the management system change implementation. Keep it simple!




15. Benefits: The Toyota Way management system gets objectives DONE.




16. More on that at http://www.mma.ca/

Thanks for reading,

Mike Davis; mike@mma.ca

Good Friday morning,
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 !!!

The purpose is : collaboration in real time.

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.

AND I think that the packaging of all these tools into one offering will replace the "IntRAnet" that employees & managers currently refer to .

IF YOU LIKE to learn more, I know the good people at www.vennware.com who have just such a VERY COMPLETE package.

Have a great weekend,
Mike Davis. .......... please leave a comment. Thanks.