Lean Culture

Creating A Favorable Environment

for the people to safely, do a quality job

every time within takt time, and solve
problems to improve their process

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It’s about People

“In the Toyota Way, it’s the people who bring the system to
life: working, communicating, resolving issues, and growing
together.

The Toyota Way goes well beyond this; it encourages,

supports, and in fact demands employee involvement.”

2008

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It’s About Leadership

"To engage executives, Lean management makes a key

distinction. That is, the way most executives can sustain
and lead a Lean initiative is different from the way line
managers and Lean resources support Lean.

This distinction is based on this critical proposition: when the

Lean management system is healthy, the Lean production
system will be healthy, and when Lean management is
weak, Lean production will be faltering and in trouble."

Source: Creating a Lean Culture: Tools to Sustain Lean Conversions,

Third Edition" by David Mann
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It’s About Culture

It’s a culture, more than a set of efficiency and improvement techniques

The workers will reduce inventory, identify hidden problems, and fix them

The workers have a sense of urgency, purpose, and teamwork because if

they don’t fix it there will be an inventory outage

This effort requires a combination of committed management, proper

training, and a culture that makes sustaining improvement a habitual
behavior from the shop floor to management.

"The missing link is this: a parallel Lean implementation effort to convert management
systems from conventional production to Lean."

Source: The Toyota Way, Liker 2004

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Aspects of Culture

Essence Of
TPS

5
 Human System for Lean Management
A Partnership Between an Organization and its Employees
Organization Provides Stable Employment & Sustains or Improves Working Conditions

Organization Employees
Organizational Prosperity is Employee Satisfaction is
Achieved through Experienced through the
Continuous Improvement Continuous Improvement
Objectives Mutual Trust Process
Continuous
Improvement

Employees Contribute Efforts to Realize Company Measures

Source: Mike Hoseus, Toyota Culture

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Involve and Empower the People Adding Value
to the Product

• The best ideas come from the people who are closest to
the work
• The more people know about the goals, objectives, and
performance of the organization, the better the
performance
• People want to do a good job
• Kaizen CANNOT result in loss of job
• Small Groups Outperform Individuals

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The 4 P Model

2004, Jeffrey Liker

4P Model - Add Value to the Organization by Developing Your People

• Principle 9
• Grow leaders who thoroughly understand the work, live the philosophy, and
teach it to others. Without constant attention, the principles will fade. The
principles have to be ingrained, it must be the way one thinks. Employees
must be educated and trained: they have to maintain a learning organization.

• Principle 10
• Develop exceptional people and teams who follow your company's philosophy.
Teams should consist of 4-5 people and numerous management tiers. Success
is based on the team, not the individual.

• Principle 11
• Respect your extended network of partners and suppliers by challenging them
and helping them improve. Toyota treats suppliers much like they treat their
employees, challenging them to do better and helping them to achieve it.
Toyota provides cross functional teams to help suppliers discover and fix
problems so that they can become a stronger, better supplier.
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11
12
 What Are We Trying to Do?
BUILD AN ECOSYSTEM
LEADERSHIP

PEOPLE
LEAN MANAGEMENT SYSTEM TECHNOLOGY
WORKFORCE OF THE FUTURE
CULTURE OF SAFETY

PROCESS

Lean cultures grow from robust Lean

management systems
LEAN MANAGEMENT SYSTEM
PURPOSE:
Lean 2.0 enables excellence through
revolutionized and sustainable* world class
manufacturing

PEOPLE PROCESS
LEADERSHIP IMPROVEMENT
ENGAGEMENT ACCOUNTABILITY

Employees at all levels are Processes are

Leaders use Lean
capable and engaged predictable and agile
Management System to
drive business performance

* Lean, Green,
Equitable & SAFE INCLUSIVE PROFITABLE SCALABLE FLEXIBLE
Empowered
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15

Summary Points
• Whether we manage it or not, Culture will
Happen
• Culture has a significant impact on
performance
• Lean 2.0 requires building an Ecosystem
with an enabling Culture
THANK YOU
Roles and Responsibilities

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Toyota Culture Article

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Toyota Roles and Responsibilities -
Team Member (TM)

• Perform work to current standard

• Maintain 5S in their work area
• Perform routine minor maintenance
• Look for continuous improvement opportunities
• Support problem-solving small group activities

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Abraham Elias
 Toyota Roles and Responsibilities -
Team Leader (TL)
• Process start-up and control
• Meet production goals
• Respond to andon calls by TM
• Confirm quality-routine checks
• Cover absenteeism
• Training and cross-training
• Work orders for quick maintenance
• Insure standardize work is followed
• Facilitate small groups activities
• On-going continuous improvement projects
• Insure parts/materials are supplied to process

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Toyota Roles and Responsibilities –
Group Leader (GL) 10
• Manpower/vacation schedule
• Monthly production planning
• Administrative: policy, attendance, corrective actions
• Hoshin planning
• Team morale
• Confirm routine quality and TL checks
• Shift to shift coordination
• Process trials (changes in process)
• TM development and cross-training
• Report/track daily production results
• Cost reduction activities

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Abraham Elias
 Toyota Roles and Responsibilities –
Group Leader (GL) cont’d….
• Process improvement projects: productivity, quality, ergonomics, etc.
• Coordinate major maintenance
• Coordinate support from outside groups
• Coordinate work with up-stream and down-stream processes
• Group safety performance
• Help cover TL absence
• Coordinate activities around major model changes

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Abraham Elias