Lean-Training

Toyota’s slogan: “We build people before we build cars“
Training with title „Toyota’s Production System / Lean and man“.
Our expert: more than 550 participants, 20 firms, coporate and open trainings, 20 years‘ experience in automotive industry and LEAN.
If you want to become familiar with and understand:

• why Toyota has the best corporate culture in the world and why they are called the most people oriented enterprise,
• at Toyota, their way of thinking is quite the opposite to that of „western” executives, and why they are still right and what can we learn from that.
• the lecturer presents a lot of his own examples
• what LEAN tools he has developed and applied with success
• how these tools can be used efficiently by an executive and by a staff member
• why an executive’s exemplary conduct and support is indispensible in propagating corporate LEAN

If you want to be given a comprehensive picture about LEAN, and your interest has been aroused by the contents above…:

day 1.

• Meaning of business paradigm.
• What does Toyota know which makes it different even from other Japanese firms? And the Chinese?
• Western vs. TPS (Toyota Production System),
• Do you control your work or does your work control you?
• Jidoka: incorporated quality (autonomation)
• Corporate culture: comparison of „Western” and Toyota ways of thinking.
• Organisation turned upside down.
• What should we focus on: processes or financial results?
• What do we expect from executives, shift supervisors, team leaders?
• Not like rabbit, more like tortoise…
• If it has not gone wrong, still do it even better!
• Toyota‘s problem solving way of thinking
• Good at the first go!
• 5S and visual management
• Let’s create value (value vs. waste 7+1)
• Pull production
• Quality assurance

day 2.

• Have encountered a problem? Very good! You have already done the first step to solve it. Problems should be solved at the level where they arise ; let’s look for their root.
• Multifunctional colleagues
• The highest integrity is when you admit your fault and can also offer solution how to prevent it from re-occurrence in the future.
• Hiring and integrating: just like a good gardener does
• Shift supervisors as small entrepreneurs?
• Make decisions slowly, by consensus, after thorough consideration of all possibilities!
• Why are we afraid of employee loyality?
• JIT (Just in Time)
• Kaizen (continuous improvement)
• TPM (Total productive maintenance) rudiments
• A3
• Corporate quality = executives‘ quality?
• Slow progress, conservativism and still extraordinary flexibility.
• What has Toyota learned from the „West”, and how has integrated it in its way of thinking, and how has improved on those elements? Motivation and incentive theories a bit otherwise
• People, managers, hiring, integration
• Reversed T model, i.e. as you make your bed….
• Production according to Takt Time
• Education of managers from in-house resources.
• „You may pay now or you may pay later, but you will pay some time!”
• Now, let’s model it!

day 3.

• VSM (Value Stream Mapping) rudiments.
• Heijunka (leveled production).
• Poka – Yoke (failure proof)
• Cell system production.
• Production in large lots vs. one-piece flow.
• SMED (Product changeover within 10 minutes).
• Standard obeying work.
• Care about people, i.e. the best corporate culture in the world.

…then you are welcome at the training!

Participants have said:

My most important realizations and experiences during the training

• „It is a sin not to learn this!“
• „The best qualification for me is that I started to have ideas about my own job already during the training.“
• „I have to rethink managerial behaviour and position.“
• „I have to change and learn to produce an effect on people.“
• „The introduction of Lean is possible / necessary outside production as well.“
• „The topics and set-up of the training: practical drills.“
• „The shortcomings of the firm managed by myself.“
• Further participant feedback

What was most liked in the training:

• ”The questions – answers style presentation promoted the arising of thoughts”
• “We should not expect the development of the firm only of our managers, but we ourselves can do a lot. (an on-line operator)”
• “I was given reply to each detail of my existing obscure LEAN knowledge”
• “Good atmoshphere, illuminating games, expressive examples.”
• “From the manner of the lecture it feels that the lecturer is not only speaking about it, but means it and integrates it in his everyday work.”
• “What possibilities are hidden in working together! I will change my order of values in relation to my subordinates.”
• “The best were the “games”, I was not given merely a dull material.”
• Further participant feedback

Ask for our offer!