Lean Strategy & Implementation

LEAN Work Culture – Kaizen approachThe TOYOTA way
The key to improving Performance Quality, Productivity, And Profitability !!!

Context: In today’s scenario of globalization, even World Class companies are struggling to survive. Not only they are reshaping to overcome their own weaknesses and stretching to leverage their strengths but also challenging their value chains.  Every other workplace naturally needs to change drastically from their conventional management practices in order to become leaner and leaner (i.e. to on-goingly reduce inputs by half, enhance value to the customer by double). 

Who else can do this but their empowered employeesThis is a big challenge.  Managements are facing difficulties in changing mindsets of people to take the above challenges head-on. 

TOYOTA has shown the way long ago! Get all your associates Kaizen Conscious to build strength inherently in your organization. Only they can delight customer/s in the value chain if they so wish. Kaizen is a Japanese word literally meaning, “Change for the Better”. It stands for and implies Continual Improvements in all walks of lifeKaizen strategy in TOYOTA, which helps its employees keep challenging previous growth targets and LEAN achievements, is one of the prime reasons why it still reigns supreme.
 
Resulting continual improvement attitude (the Kaizen Culture) helps diagnose root cause/s of inefficient working in organizations. It offers a systematic approach to changing attitudes (mindset) and behavior of people thereby leading to miraculous organizational change reflected in terms of techno-commercial business results

It not only helps in continuing to improve the performance of existing business lines through incremental innovations on products, processes, and costs but also tackles disruptive changes through breakthrough improvements. In short, it helps establish newer benchmarks of business performance measures, both tangible
and intagible. 
                                                                       
The legendary Mr. Peter Drucker has strongly advocated Kaizen-Culture in his article ‘The New Society of Organisations’ in Harvard Business Review. The success of post war economic miracle in Japan is normally attributed to techniques such as JIT, TQM, KANBAN, Five-S, etc. But none of these can be accorded the credit, in absence of the single most important common factor, ‘Kaizen’ system. 

Gaby Mendoza, in February’92 World Executive Digest, wrote on the “Secret of Toyota’s success”, where he refers to Kaizen as the “Driver” and “Which must be installed first”. With the help of derivative philosophies (Kaizen Pearls) such as JIT, TQM, KANBAN, Five-S, TPM, Pokayoke, SMED, Quality Circles, QFD, Taguchi Techniques, SIX-SIGMA and even procedure oriented systems such as ISO 9000, ISO 14000, QS 9000; Kaizen then smoothly drives the organisation on its journey to be a LEANER company. In fact, Kaizen thread binds these Pearls to form a Kaizen-Necklace (the concept from Book “World Of Kaizen: A Total Quality Culture For Survival” by Shyam Talawadekar).

Objectives: We often fail to implement any imported system because we tend to copy first, then struggle and give in rather than appreciate the principles underlying any such new system and then adopt it.

This initiative will help understanding Kaizen system, the Concept, the Principles; its' interlink with implementation of series of management techniques (the Kaizen Pearls) mentioned above, the Steps to become an Environment Friendly LEANer Organization and Workplace along with the pitfalls in implementation. 

One can learn how positive attitude can be manufactured by looking at the wasteful practices in any workplace, continuously correcting them, converting impossible into “Simply Possible"!
 
For Whom: Being a LEANER organisation should be a prime goal for any manufacturing or service organisation. This program is aimed at anyone (from any functional area) who wants to function as a change agent for organisational transformation. In particular, the Top Management (Cross-functional team who has authority to influence company-wide changes) must learn-n-lead the process.


Agenda: Do mail your specific needs/concerns so that we can consider custom-specific agenda for this training module

In absence of receiving specific needs/concerns of their workplace from participants, the Agenda might revolve around following theme/s : 

Lean Management Strategy with behavioral aspects. Practice of relevant Kaizen Tools (Essence from corresponding HK, 5-S, TPM, Gemba modules).


Duration: (Session-1: (9.30 Register), Session-2: (11.30 -13), Session-3: (13.45 Report), Session-4: (15.30 -17 approx)

Learning Intensity & Objectives

Typical Program Spread and Coverage over weeks

1

2

3

4

 

 

 

Knowledge level 

1-day

Awareness. Cases. Clarify individual doubts. Tentative Plan of Action.

Application level 

(As CoordinatorPractitioner/Trainer/Auditor/Mentor)

Need-based 

spread over a couple of  weeks

Application: ‘Train-The-Trainers to create a Fast-track Demo-Pilot by Gemba-Kaizen practice. Reinforce Principles & infrastructure needed for Company-wide implementation. Evolve tentative road-map.

Advanced level Tools Application 

Scale-up & Certification

Need-based

Need-based

Each Kaizen Tools in depth.

Company-wide implementation 


Course Material: Book ‘Stay Lean Make Planet Green: The Toyota Approach' or 'World Of Kaizen: A Total Quality For Culuture' by Shyam Talawadekar