(Values and Culture training) – discusses in detail the values that a company, along with
its team members should understand during their daily work activities and interactions. These values and beliefs are
centered on Continuous Improvement philosophies and Respect for People. We will also introduce the 10 elements
of Drive and Dedication that gives team members a tangible action in order to “live” the values, as well as focusing
the team member on “value added” activities that give the team member a “line of sight” to the company
Hoshin or KPI goals.
8 Step- Problem Solving) – 8 Steps Problem solving that gives team members a systematic approach following the PDCA
(Plan-Do-Check-Act) Management System as a foundation to follow. This process lays the foundation for all
team members to look at problems in the same context giving the team member concrete actions to implement using their values.
Toyota Production System (TPS) - Breaks down the elements of the TPS house focusing on the 2 pillars - Jidoka (built-in-quality) and Just-in-time (JIT)
production and the company philosophies behind them. We will cover Continuous piece flow, heijunka, kanban, takt-time, Standardization, Pull systems, and Pokeyoke. We will also discuss the 7 types of mudas (waste) along
with Mura (unevenness) and Muri (overburden).
Mapping Process- is a Lean technique used to analyse the flow of materials and
information currently required to bring a product or service to a consumer. At Toyota, , it is known as "Material and
Information Flow Mapping
- Identify the target product, or service
- Draw a current
state value stream map, which is the current steps, delays, and information flows required to deliver the target product or
service. This may be a production flow (raw materials to consumer) or a design flow (concept to launch). .
- Assess the current state value stream map in terms of creating flow by eliminating
- Draw a future state value stream map. (Where
you want to be or Ideal Situation.)
- Implement Ideal
Standardized Work and
Yamazumi (STD Work) – We will discuss in
detail how to write a standardized work chart using the major steps, work sequence, and takt time. We can
incorporate time studies practices in order to effectively document the “elemental” work within a work sequence.
We can assist team members in creating effective Yamazumi boards (visual process bar graph) showing potential bottlenecks,
overburden and unevenness within work cells. We will provide the templates for the standardized work breakdown.
A3 Writing / Problem Solving Theme Reports – provides the team member with tools to create a summarized document of their problem, proposal or status report
in order to share the “need to know” information about their report to others involved. We consider it the
“lean approach” to communication, saving time in reading a multi-page report versus a one page document.
The report format we provide will follow the 8 step problem solving approach taught in TBP.
Visual Floor Mgmt
System) - is a visual control
system that aligns shop floor management and team member developmental activities to align their daily activities to achieve
company hoshin targets (KPI’s):
· Ensuring foundational skills and Standardized work are in place
Promoting effective communication, creating
the environment to:
Address abnormal conditions through TBP problem
Determine needed support and resources
Develop team members
Job Instruction Training (JIT)- or TWI _ Training
within the industry provides the team member a systematic approach
to training new or existing team members using a 4 step method. Within the 4 steps we break down the job into major
steps, key points and reasons. This process allows the team member to learn their jobs incrementally giving them the
needed repetition to feel comfortable with the process in order to continue building as they master all steps. It also
gives the team member on-going coaching and feedback if issues may arise during the training session. We provide the
templates for breaking down the job.
Work – team
member development through “supervisory mentoring” putting the Toyota Way and Toyota Business Practices into practice.
This approach should give insight to the need of the supervisor to mentor and support their subordinates effectively
developing those needed skills for long term company sustainability. It allows team members to pass on their knowledge
to others and understand their people well enough to create stretch targets for learning while align their activities to the
company hoshin and KPI targets.
Simulation- This simulation provides a “real-life-hands-on”
approach to the manufacturing process that the team member initiates improvements on. This simulation brings to life
all the elements taught above including: TPS, STD work, JIT, PDCA, TBP and A3 activities using the Land-cruiser process
to facilitate the hands-on learning. We become facilitators at this point allowing the team members to make the majority
of decisions in regard to each work cell. Depending upon the selected training package we can provide the land-cruiser