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John Shook – Toyota Culture – Part 2
Toyota’s alternative to “Command and Control”
What is the most challenging aspect of implementing lean in North America?
“It’s easier to act your way to new thinking than to think your way to new action”
Culture is embedded in the work.
“Managing to Learn” published by LEI
Mentoring the Toyota Way
Due to be available this summer (2008)
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Today Competing welcomes John Shook. John learned about lean while working for ten years with Toyota, helping the company transfer its production, engineering, and management systems from Japan to its overseas affiliates and suppliers. This real world experience in implementing lean principles throughout an organization gives him extraordinary insights into the challenges faced by those who are interested in lean. As co-author of Learning to See, John helped introduce Value Stream Mapping as the tool which allows lean practitioners to speak in a common language. (more…)
I am delighted to introduce the networks newest member, Philips Ultrasound, Reedsville, PA. The Reedsville facility employees 300 and is a member of Philip’s medical division. Lean first was introduced to the Reedsville facility a few years ago and was reinvigorated when Six-Sigma blackbelt Neil Millar witnessed the Greater Boston Manufacturing Partnerships “Introduction to Lean” 8 hour tacit training program. I have been working with Philips, Reedsville (through GBMP) since January and will soon have given everyone at the facility “Intro to Lean” training in addition to specific 5S training for +/-40 team members. Please join me in welcoming this fine addition to our network team.
The networks first experience with web-based videocast allowed us to bring Dr. Steven Spear from Mass. to the Rose Corp. in Reading PA. With some minor issues, technology served us well.
Rose presented their new, aggressive company-wide, continuous improvement program, then we conferenced with Dr. Spear, followed by some “go see” opportunities at Rose. During our tour we were fortunate enough to see a concept developed the day before being put into action……..we congratulated Larry Himmelreich, the machine operator, on his good thinking and efforts…..a significant savings will be incurred. One of many occuring with higher frequency at Rose Corp. (more…)
Good Afternoon
Details are becoming clearer on next Thursday’s event:
When: Thursday April 10, 2008 8:30am until Noon
Where: Rose Corporation, 401 N. 8th Street, Reading, PA 610-376-5004
What: Continuous Improve at Rose and and a live 1 hour =/- teleconference with Dr. Steven Spear (Decoding the DNA of the Toyota Production System)
Who: Maximum of two attendees per member company (space issues)
Why: Why wouldn’t you want to see Rose’s new program and listen to and ask questions of one of the top experts on Lean and TPS?
From Dan Markovitz, who we interviewed late last year:
“You can look at Standard Work in terms of individual processes, too,
not just the whole business process.
Our first visit to Adhesives Research and we were not dissapointed (except for those members companies who were absent). The 6S focus is serving this large (300+ employees and 400,000+ square feet) operation well. The tour made it obvious that A.R.’s hard work on culture is reaping rewards. Dr. Lean and the internally produced 6S video were the highlights. Thanks to all at A.R. for their hospitality and good work.
1. Next Thursday we meet at Adhesives Research in Glen Rock PA . go to :http://leanthinkingnetwork.com/2008/02/09/next-network-meeting-thursday-march-27th-at-adhesives-research/
2. LETTERKENNY ARMY DEPOT – Network tour tentatively scheduled for Thursday July 10th.
Letterkenny has won two regional Shingo prizes and has applied again in 2008 for the North American award. Go to:
http://www.letterkenny.army.mil/
3. APRIL 10TH at Rose Corp with Dr. Steven Spear teleconference or videoconference (logistics depending) is still on. Don’t miss this one
Tell a person to do something and wait to see if they will do it. 1 out
of 10 may do it. You will have to force the other 9.
Ask a person to do something and wait to see if they will do it. 3 out
of 10 may do it. You will have to force the other 7.
(more…)
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What’s the big deal about networks?
Why should we join a network of companies with common interests? What’s in it for me and my company?
Let’s suppose your company is interesting in pursuing “lean” or the Toyota Production and Management System. Maybe you are working with an “external consultant” or have used your own internal resources. External consultants often bring a broad understand of concepts and practices learned through working in multiple situations and multiple companies and cultures, but alas…..I am one of “them”, so I bring little objectivity to that subject. Internal consultants can be successful as well.
Anyway……. you are on the road to creating a Lean/Continuous Improvement organization. Congratulations, that is great stuff…..but unless your company is in a position to win a Shingo Prize, perhaps you could learn something helpful for your Lean journey if you continue to listen.
Brief discussions and stories of lean practices, issues, approaches, and creating a favorable environment for continuous improvement
