The Science and Art of The Toyota Production System

To achieve highest quality, shortest lead time and lowest cost.

Presented by

Olivier H. Larue

Introduction lv1

September 8th – 10th, 2010Offering Advanced Lean/TPS Workshops

Lecture Immediate application

Facilitation

The science The experience

Bringing together explicit understanding and tacit

experience to create actionable know-how.

Course Description An exceptional 3-day, advanced Lean seminar for manufacturing professionals. The workshop actively demonstrates and transfers key Lean concepts through hands-on work and problem-solving exercises. It combines theory with a hands-on simulation for a truly effective learning experience that you can take back to the shop floor immediately.   

“This course was a very positive experience for me. It showed me a new method for problem solving. This format is one I am certain I will be able to use now and in the future. The simulations were excellent, a great way to learn.”

- Jason X., Dana Holding Co.

Who Should Attend?Individuals with an advanced understanding of Lean/TPS and/or those with at least five years of experience in leading and managing operations are ideal candidates.   “Olivier is a rare leader in the consulting world.  I attended his seminar and was blown away.  His knowledge is enviable and his teaching style very effective.  He backs up all his information with facts and real life examples.” - Frank C., Merck Pharmaceuticals, Inc.

Take-awaysParticipants receive advanced working knowledge of Lean/TPS techniques as well as the management methods and philosophy necessary to achieve world-class implementation of Lean in their business: -  A step-by-step understanding of the activities necessary to plan, execute and manage a Lean supply chain operation;- A deep appreciation for the strategic nature of lead times; - A clear understanding of Jidoka;- Advanced knowledge of standardized work applications;- The ability to implement different types of pull systems;- A practical application of Heijunka;- The ability to diagnose operations using value stream mapping techniques;- The skills to implement and teach kaizen. 

“Olivier's seminar was by far the best I have seen. His expert knowledge of TPS was refreshing and he was able to really explain the essence of TPS. All the previous Lean Six Sigma learning up to this point seems so short sighted or misguided. He was able to help me improve my ability to see waste in the process and really understand the relationship of inventory, capacity, and lead-time.”

- Shawn C., Genentech

About the InstructorOlivier Larue has 20 years of experience in the hands-on implementation of Lean/TPS. He joined the Toyota Supplier Support Center (TSSC, Inc.) following a successful consulting career in California’s Silicon Valley. Eventually Olivier decided to fuse his unique style of shop floor based teaching with his proficiency in TPS to create Ydatum Operations Management Engineering, Inc.

Mr. Larue is a guest lecturer at the University of California at Berkeley School of Engineering and has been a presenter for SME. His expertise includes Six-Sigma, Hoshin Kanri, and a proven ability to help companies achieve sustainable, system-wide improvements and customer satisfaction that is measured in terms of improved lead-time, quality and cost.

“I have heard all the words and read the definitions hundreds of times, but to live what they actually mean and how they fit together was invaluable. This was the best hands on training of Lean I have ever done.” Location: Knowledge Development Center (KDC): San Francisco (Silicon Valley)1301 Shoreway RdSuite 400Belmont, CA 94002The KDC training facility is located in the heart of Silicon Valley in Belmont, just off Highway 101 and minutes from San Francisco International Airport, downtown San Francisco and Palo Alto. The building offers free onsite parking and proximity to hotels and popular restaurants. Hotel options include several with specially negotiated rates and free shuttle service.

Day 1Wed. 9/88 am - 5 pm

Day 2Thurs. 9/9 8 am - 6 pm

Day 3Fri. 9/108 am – 3 pm

*Lean/TPS Basic Thinking*Simulation Setup*Jidoka*Continuous Flow*Standardized Work

*Pull System*Simulation First Run*Lean Operational Measurements

*Value Stream Mapping*Simulation Final Runs*Problem Solving*Kaizen

Basic Thinking lv2

Just-In-Time Jidoka

• Continuous Flow

• Takt Time

• Pull System

• Stop and notify of abnormalities

• Separate man’s work and machine’s work

Problem Solving / Kaizen

Highest Quality, Lowest Cost, Shortest Lead Time

Heijunka

An approach that makes up the culture

of TPS

Standardized Work

The Toyota Production System is not just a technique or a culture. It is both. Just like a good doctor understands medicine and people a operational leader must understand Lean Techniques and people. A strong and consistent approach to both creates the synergy that leads to results on the shop floor.

Illustration

What Do You Read?

“Mary had a little lamb.”

“Rien ne sert de courir; il faut partir à point.”

“A-E-I-O-U, el burro sabe mas que tu.”

“Frà Martino campanaro.”

“Eén, twee, drie, vierHoedje van, hoedje van..”

How Much Do We Understand Of What We Read?

• For the native speaker, a large chunk of information with multiple meanings:– Spanish: A song and memories of childhood– English: A poem and memories of childhood

• For the foreigner, several chunks of information with no meaning: – Spanish: 7 assumed words– English: 5 assumed words

• A 5-year old, many chunks of information of limited meaning: – Spanish: 26 letters, 3 As, 2 Rs, etc…– English: 18 letters, etc…

Similarly, What Do You Read On The Shop Floor?

• Labor cost• High cost• Large batch• Inventory• Down time• Machine breakage• Demand change

Random chunks of information A logical story

• Defects• Absenteeism• Line stops• Expediting• Late delivery• Changeover time

Before Condition After Condition

Just letters…words…sentences…or meaningful situations?Just letters…words…sentences…or meaningful situations?

• Long changeover time forces batch processing • Batch process leads to long manufacturing lead-time • Long lead-time forces forecast scheduling • Forecast schedule results in schedule changes and expedited

freight…..

Reflection

Before using a tool, the medical doctor must understand the human body.

Likewise, before using a tool, the manager must understand the shop floor.

What You Can Expect From Working With Ydatum

– Fame is not my objective. I stay close to actual, original TPS thinking. – You will not get just another opinion that is hard to judge correct or incorrect. – Get an appreciation for how much you may or may not know about TPS.– Deepen your understanding of how to manage with TPS thinking.– Understand the science behind TPS.– Understand the synergy between the Elements (Philosophy, Technique and

Management) of TPS when applied properly and consistently.– Understand the importance of capacity, output, quality, lead-time and cost.– Strengthen your approach to kaizen in the operation.– Lean how to think logically through operations.– Lean how to see and read the operation beyond just letters and words to make the

correct diagnosis and prescription.

Introduction lv1