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Transcript of Jeffrey K. Liker - Perpustakaan ecahyono · PDF fileJeffrey K. Liker Professor, Industrial and...
Jeffrey K. LikerProfessor, Industrial and Operations EngineeringThe University of Michigan
TBM Lean Leaders ConferenceApril 26, 2008
Learning from Toyota:Creating a Culture of
Continuous Improvement
© Copyright Jeffrey Liker
Lean is about obtainingbrilliant results from brilliant processes
By focusing on (Jim Womack & Dan Jones):ValueValue streamsFlowPullPerfection
By eliminating waste from all processes
© Copyright Jeffrey Liker
Let s Implement theLean System
Let s create aLean Office
to implementa system
We need to adaptTPS to our business
And have aroadmap
to implementModel lines Wall to wall stability
© Copyright Jeffrey Liker
Problem with Implementing the system
We get systematic change
Impressive model lines and wall to wall stability
BUT:
Still disappointing budget results
Hard to spread beyond model line
Lots of conflict between the Lean Excellence Office and line management
Hard to sustain
But
© Copyright Jeffrey Liker
For ongoing success Integral role of shared culture
A culture of quality people working
together with shared (Toyota) values
to continuously improve.
Answer: Build a Culture of Continuous Improvement
© Copyright Jeffrey Liker
Culture is an integral part of the system: It is not just brilliant
processes, but exceptional people in a supportive culture
Process Quality Stability
Product Value Stream
InputsCustomer
Q,C,D
Culture
© Copyright Jeffrey Liker
People are the Heart and Soulof the Toyota Way
The Toyota DNA =
PRODUCT VALUE STREAM
PEOPLE VALUE STREAM
© Copyright Jeffrey Liker
Is shared culture necessary for Lean?No
1. Initial low hanging fruit stage
2. If a lot of supervision will be available
3. If just better Q,C,D are good enough
Yes
1. If you need highest Q,C,D as standard
2. If you want voluntary help - when Andon goes red!
3. If you want continuous improvement
4. There will never be enough managers for total quality!
© Copyright Jeffrey Liker
What is Culture?
Norms and BehaviorsWays of acting considered normal, authorized, habitual or taboo.
ArtifactsPhysical results, materials,operating concepts.
Beliefs, Assumptions, ThinkingExplicit beliefs, implicit cultural assumptions, and paradigms of thought
What we see
What drives us
© Copyright Jeffrey Liker
What is Shared Culture?
Jane
Bill
Joe
Supervisor
Conflicting or Disengaged Culture
Shared Values and Direction
Forces of Entropy cause Culture Decay
Bill
Supervisor
Joe
Jane
DirectionValues
© Copyright Jeffrey Liker
Toyota s Cultural Roots
Group identity as rice farmers in Japan
Samurai Tradition - Honor and the leader protects
Zen - from empty Mind comes new insight
Confucius - Honor the community, rules
Deming - Most problems are managementissues, apply quality tools
Toyoda Family - strive to contribute (looms)
Henry Ford - Pragmatism, fair to working class, integrated flow
© Copyright Jeffrey Liker
What are inspirational values to Eastern Culture?
The Great Wave Off Kanagawa
© Copyright Jeffrey Liker
What are inspirational values to Western Culture?
Rugged, self reliant, individualist winners !
Marlboro Man
© Copyright Jeffrey Liker
Fluid, process view, Together we can adapt
and learn to succeed
Concrete, Material view, Can do -results oriented
Life and Work
Individual enmeshed in group, mutual obligations
Individual primary, strong ego, winners and losers
Role of Individual
Community partners needed to survive
Rugged, self reliant, individualist winners
Interdependence
Standards, experiment, adjustment
Project plans and financial controls
Change
Partially Concealed, Both Awesome and Threatening:Human adapts
Rational, Logical: Humanity exploits
World
West Vs. East
© Copyright Jeffrey Liker
Two Culture Coaching Processes
On-Job Development Coaching1. What is the standard? what should be happening?2. What is happening now? (Go to Gemba if needed)3. What is the biggest problem? Agree on urgency?4. What is the next step? What action is needed?5. Gain commitment6. Check on progress and adjust
Mentoring Values1. Clarify the event or values in question2. Reflect on the Thought Cycle and Experience3. Raise the level of self-awareness thru dialogue4. Discuss alternative Thinking or Values5. Ask individual to self reflect (Hansei)
© Copyright Jeffrey Liker
What to Coach? Toyota Business Process (TBP)
Thorough communication
Involve all stakeholders
Standardize successful processes
Think and act persistently
Follow each process with sincerity and commitment
Monitor both results and processes
Visualization (Mieruka)
Judgment based on facts
See countermeasures through
Customers First
Always Confirm the purpose of your work
Ownership and responsibility
Clarify the problem
Break down the problem
Target setting
Root cause analysis
Develop Countermeasures
Concrete Actions Drive and Dedication (Principles)
P
C
D
A
© Copyright Jeffrey Liker
The Quality People Value Stream to Build a Lean Culture
Commitment and Tools for Stable Employment
Powerful HR Supports Fair and Consistent
Policies and Practices
Slow Promotion & Rewards for
Teamwork
Hoshin Kanri Policy Deployment
Work Groups & Team Problem Solving
Clean (5S) and Safe Workplace
Two-Way Communication via Visual Mgmt
Servant Leadership
Organizational Supporting Processes
Human Resource Management
People Supporting Processes Daily Management
Building Culture and People the Toyota Way:
The Human System
for Lean Management
Quality People Value
Stream
INPUTS Toyota
Philosophy & Values, Toyota
Production System
Principles,
Pool of Eligible Human
Resources
OUTPUTS Exceptional
teams working to
continuously improve based on shared Toyota Values
-Roles -Training/ Coaching
-OJD
Engage
Enroll
Able
Performing
Committed
Plan
Do
Check
Act
Respect for People & Continuous Improvement via Plan-Do-Check-Act
-Recruitment -Selection
-Initial Orientation
Attract
Develop
Trainable
--Follow standards --Improve standards --Problem Solving
ID with Team
PURPOSE Long-Term
Mutual Prosperity by
producing high quality, low cost, and
on-time products
--Career Development
-Community/ Family -Environment
--ID with Company
Practice
© Copyright Jeffrey Liker
do itlearn it Practicebe it
commit
Able1. Clear Roles2. Training3. Coaching4. OJT
Perform1. Standards2. Problem Solve3. Identify with
Team
Committed 1. Values2. Community3. Environment4. Company
PDCA
Inputs
Quality People Value Stream
Inputs1. Purpose2. Philosophy3. TPS Principle4. Eligible People
Engaging People with the Real Place
Develop Engage InspireSelect
© Copyright Jeffrey Liker
Purpose is Central to Philosophy
Internal External
People
Business
Toyota s Purpose
Learning Community
Contributor to SocietyLean Systems
Improving Partners
© Copyright Jeffrey Liker
Toyota s Purpose
Survive as an organization by improving and evolving how we make
good products for customers.
© Copyright Jeffrey Liker
do itlearn it Practicebe it
commit
Able1. Clear Roles2. Training3. Coaching4. OJT
Perform1. Standards2. Problem Solve3. Identify with
Team
Committed 1. Values2. Community3. Environment4. Company
PDCA
Inputs
Quality People Value Stream
Inputs1. Purpose2. Philosophy3. TPS Principle4. Eligible People
Engaging People with the Real Place
Develop Engage InspireSelect
© Copyright Jeffrey Liker
Characteristics Toyota Selects For
Team Orientation
Initiative
Communication Skills
Problem Identification Skills
Problem Solution Skills
Practical Learning Skills
Adaptability
Specific Technical Competencies Needed
© Copyright Jeffrey Liker
Original Recruitment to Selection Process for Georgetown, Kentucky
Ph
ase
1A
dver
tizin
g &
Rec
ruitm
ent
Ph
ase
2O
rient
atio
n, A
pplic
atio
n &
Tes
ting
Ph
ase
3A
sses
smen
t Cen
ter
142,000Applicants
28,000Passed
12,000Passed
Ph
ase
4F
inal
Scr
eeni
ng
8000Passed
Ph
ase
5A
sses
s H
ealth
&R
efer
ence
s
6000Job Offers
Ph
ase
6P
roba
tion
© Copyright Jeffrey Liker
do itlearn it Practicebe it
commit
Able1. Clear Roles2. Training3. Coaching4. OJT
Perform1. Standards2. Problem Solve3. Identify with
Team
Committed 1. Values2. Community3. Environment4. Company
PDCA
Inputs
Quality People Value Stream
Inputs1. Purpose2. Philosophy3. TPS Principle4. Eligible People
Engaging People with the Real Place
Develop Engage InspireSelect
© Copyright Jeffrey Liker
Highly Organized TrainingTMMK NEW HIRE TRAINING SCHEDULE
ASSEMBLY NEW HIRE TRAINS WITH PROFESSIONAL TEAM MEMBER
TIME NO O.T. NO O.T. NO O.T.
1st / 2nd MONDAY WEDNESDAY FRIDAY
5:15 - 7:15p CQPO
Intro to Quality
Circles
CQPO
Review/Testing
Modules 1-4
7:15 - 7:30p BREAK BREAK JIT primary process OJT 25% primary
BY PRODUCTION T/L WITH PROFESSIONAL 7:30 - 9:45p
OJT 25% primary TEAM MEMBER
9:45 - 10:30p LUNCH LUNCH JIT secondary process OJT 25% secondary
BY PRODUCTION T/L WITH PROFESSIONAL 10:30p - 12:30a
OJT 25% secondary TEAM MEMBER
12:30 - 12:45a BREAK BREAK
12:45 - 1:05a Travel to Fitness
Facility Travel to Fitness
Facility Core / Cardio Work Conditioning
1:05 - 2:00a
GPC TRAINING IN ASSEMBLY
Circuit Circuit
EACH NEW HIRE IS TO FILL OUT THIS FORM DAILY DURING 2ND
BREAK (5 MINUTES OF COMPANY TIME) AND LEAVE IT WITH THEIR G/L. EACH NEW HIRE IS TO RETURN THIS TRAINING SCHEDULE TO HFC STAFF BY F RIDAY.
Did you train with a professional team member?
Y / N Was the training schedule followed?
Y / N
Are you experiencing any discomfort performing processes? If yes, did you report it to your TL or GL?
Y / N
Is additional training needed?
Y / N
NEW HIRE COMMENT SECTION
DAILY NH SIGNATURE
GROUP LEADER / TEAM LEADER
COMMENT SECTION (Source:
Precision Staffing Document, TMMKÕs Temporary Contractor)
© Copyright Jeffrey Liker
Human Resources Development Modes
OJD TJIÓ
Classroom Training
Personal Training
Opportunities
Motivation & Practical Application
© Copyright Jeffrey Liker
Step-by-Step Progression to Stable Job Performance
ID Fundamental Skills
for a
Class
of
jobs
Job Breakdown to Work Elements
for Specific Job
Use Toyota Job Instruction (TJI)
to
Train Associate
Train in Fundamental Skills off
of
Line
(GPC)
Follow-up & Support until Masters
Job
Continuously
Improve Job &
Job Instruction
Off-Line Skills Training
On-Job- Development
© Copyright Jeffrey Liker
Global Production Center Station to Teach about Center of Gravity
Center of Gravity
Center of Gravity moves up 1/9 away from the open space toward the weight
These two missing cancel each
other out
Center of Gravity moves 1/9 of the way up toward the
weight
These two missing cancel each other out
© Copyright Jeffrey Liker
GPC Greatly Improves Instructional Efficiency
Benefits: Instruction efficiency 6-10 times greater
© Copyright Jeffrey Liker
How Do we Develop People?Research in occupational training
shows that individuals retain about:
10 % of what they read
20 % of what they hear
30% of what they see
50% of what they hear and use
70% of what they say
90% of what they say and do
10 % of what they read
20 % of what they hear
30% of what they see
50% of what they hear and use
70% of what they say
90% of what they say and do
© Copyright Jeffrey Liker
Job Instruction Training is designed to teach
people how to do a particular job by:
Hearing (what to do)
Seeing (how it is done)
Using (what was learned)
Saying (what was learned)
Doing (the task)
REPEATEDLY !!
Job Instruction Training is designed to teach
people how to do a particular job by:
Hearing (what to do)
Seeing (how it is done)
Using (what was learned)
Saying (what was learned)
Doing (the task)
REPEATEDLY !!
© Copyright Jeffrey Liker
The Toyota Job Instruction Training Method
Step 1: PREPARE WORKER
Step 4: FOLLOW UP
Step 3: TRY OUT PERFORMANCE
Step 2: PRESENTOPERATION
Plan
DoCheck
Action
Major Steps
Key Points
Reasons
The Four Steps of TJI
NOTE: The JI method originated with the American Training Within Industry (TWI) program.
Bumper Trimming Job Breakdown Sheet
JOB BREAKDOWN SHEET Phil Turek Todd Chambers
DATE: 7/20/2006
AREA: Bumper molding JOB: Rear bumper molding operator - Trimming WRITTEN BY: Phil Turek
SAFETY: Injury avoidance, ergonomics, danger pointsQUALITY: Defect avoidance, check points, standardsTECHNIQUE: Efficient movement, special methodCOST: Proper use of materials
1. Hold flash straight up and tight 1. Makes trimming easier
2. Trim away from body and arm 2. Prevents injury- cuts
Trim flash ball on left side 3. Blade flush with top surface 3. Visible surface, flash line 1mm max.
1. Start on trim line- 1 mm variation 1. Visible surface- quality spec.
2. Blade must be perpindicular 2. Angled cut not acceptable
Trim left side core flash 3. Follow trim line- 1mm variation 3. Visible surface- quality spec.
4. Curving motion while trimming 4. Technique to make trimming easier
1. Hold gate up horizontally 1. Prevents twisting of bumper during cut
2. Rest blade on bumper edge horizontally 2. Helps make cut horizontal and straight
Trim gate flash 3. Angle knife handle back (blade is horizontal) 3. Cut is easier
4. One continuous movement 4. Stopping will cause a jagged cut
1. Hold flash straight up and tight 1. Makes trimming easier
2. Trim away from body and arm 2. Prevents injury- cuts
Trim flash ball on right side 3. Blade flush with top surface 3. Visible surface, flash line 1mm max.
1. Start on trim line- 1 mm variation 1. Visible surface- quality spec.
2. Blade must be perpindicular 2. Angled cut not acceptable
Trim right side core flash 3. Follow trim line- 1mm variation 3. Visible surface- quality spec.
4. Curving motion while trimming 4. Technique to make trimming easier
L EAN ASSOCIATES, INC. www.leanassociates.com
Team Leader Supervisor
MAJORSTEPS
Step # 1
Step # 2
Step # 4
Step # 5
KEYPOINTS
REASONS FOR KEYPOINTS
Step # 3
© Copyright Jeffrey Liker
Importance of Key Points
Key Points are what people really need to know in order to
successfully complete the job task.
The single greatest determinant of a successful training outcome
(employee can learn the job quickly and perform with no
injuries and with minimal problems) is the ability to identify and
convey CRITICAL Key Point information
Key Points are what people really need to know in order to
successfully complete the job task.
The single greatest determinant of a successful training outcome
(employee can learn the job quickly and perform with no
injuries and with minimal problems) is the ability to identify and
convey CRITICAL Key Point information
© Copyright Jeffrey Liker
Auditing Standardized Work
How it works:Group leader checks one process/day
--cards contain questions--notes discrepancies/countermeasures--move card to slot in next row--turn card dark side out if discrepancy
Assistant Manager checks daily--randomly select card--obtain standard work sheet--go through audit with group leader
**NUMMI has 90+ boards throughout plant
© Copyright Jeffrey Liker
Manager Level
Focus on Shop Floor and Systems Improvement. Tools: Visual Factory & TBP
TBP
Team Leader and Group Leader
Manage Standardized Work, Process Improvement and Develop Problem
Solving Skills. Tools: FMDS, TBP & OJD
Team Member
Focus on Fundamental Skills & Standardized Work Tools: Skills Training, Job Instruction, Standardized Work
and 5-S
General Manager and VP Level
Business Planning and Policy Deployment Tools: Hoshin Planning & Toyota Business Practices (TBP)
Leaders at all Levels Support Value Added Process
© Copyright Jeffrey Liker
Multifunction Training Chart for Team Leader to Prepare for Future Group Leader Role
Name: Jeff Key Mike Mary Mark Margaret0%
Dept.: Assy 50%100%
Date: 1/2/12
Process or Skill
1 Team 1 Processes
2 Team 2 Processes
3 Team 3 Processes
4 Team 4 Processes
5 Time/Attendance
6 Safety Task Force
7 Lead Quality Circle
8 Cost Committee
9 Scrap processing
10 TPM on equipment
Team Leader NameGL: (Group Leader Name)
© Copyright Jeffrey Liker
do itlearn it Practicebe it
commit
Able1. Clear Roles2. Training3. Coaching4. OJT
Perform1. Standards2. Problem Solve3. Identify with
Team
Committed 1. Values2. Community3. Environment4. Company
PDCA
Inputs
Quality People Value Stream
Inputs1. Purpose2. Philosophy3. TPS Principle4. Eligible People
Engaging People with the Real Place
Develop Engage InspireSelect
© Copyright Jeffrey Liker
The Silver Bullet of Change
ProblemSolving
and Kaizen
Inspires Develops
PracticesEngages
Joint Problem Solving and Kaizen are the driving force of a functioning daily lean culture!
© Copyright Jeffrey Liker
Daily Problem Solving Culture
It is this constant coaching of the problem solving process that develops the culture and level of skill that Toyota has been able to achieve. Having the opportunity to practice and develop daily problem solving is the Toyota Culture. Every deviation is seen as a chance to problem solve.
Toyota Culture p. 186
© Copyright Jeffrey Liker
TPS and Toyota Way
Lean Processes Surface Problems
Improve management standards
Problems openly Identified
Solve problems one by one
How?
JIT Standards
© Copyright Jeffrey Liker
Mentor-Mentee Chain
Goals Targets, MetricsDialogueGo and seeOpen QuestionsNo BlameSystem ProblemsPDCA5 Why?One Page A3 sRegular Checks against PlanGo and SeePlease TryJust Do Now
What Should Be?What Is Happening? Biggest Problem?What is Next Step?
All practice the same basic patterns ofProblem solving, dialogue, and mentoring values everyday
© Copyright Jeffrey Liker
do itlearn it Practicebe it
commit
Able1. Clear Roles2. Training3. Coaching4. OJT
Perform1. Standards2. Problem Solve3. Identify with
Team
Committed 1. Values2. Community3. Environment4. Company
PDCA
Inputs
Quality People Value Stream
Inputs1. Purpose2. Philosophy3. TPS Principle4. Eligible People
Engaging People with the Real Place
Develop Engage InspireSelect
© Copyright Jeffrey Liker
Make people think:
By going to the workplace
Observing operations with them
Showing typical problems
Outlining typical solutions
We were asked to stand in a circle for 1 weekand come up with 240 improvements andImplement most of them.
--Toyota Japan TPS Training
© Copyright Jeffrey Liker
Role of ManagementQuestion, Challenge, Do Not Give Answers!
To keep kaizen going
Give people problems to solve and follow up
Look at problems revealed day to day, hour by hour
Top management must go to the workplace
© Copyright Jeffrey Liker
Role of lean coach
Use the lean tools to teach managers and their teams
To visualize problems
Experiment
And solve them
Teamwork!
© Copyright Jeffrey Liker
Traditional Western leadership compared to Toyota leadership
Traditional Western Leader Toyota Leader
Quick Results Patient
Proud Humble
Climb Ladder Rapidly Learn Deeply and Horizontally and gradually work way up ladder
Results at all Costs The Right Process will Lead to the Right Results
Accomplish objectives through People
Develop People
Overcome Barriers Take Time to Deeply understand Problems and Root Cause before
Acting Manage by the Numbers Deeply understand the process
© Copyright Jeffrey Liker
HR Supports the People Value Stream
Commitment and Tools for Stable Employment
Powerful HR Supports Fair and Consistent
Policies and Practices
Slow Promotion & Rewards for
Teamwork
Hoshin Kanri Policy Deployment
Work Groups & Team Problem Solving
Clean (5S) and Safe Workplace
Two-Way Communication via Visual Mgmt
Servant Leadership
Organizational Supporting Processes
Human Resource Management
People Supporting Processes Daily Management
Building Culture and People the Toyota Way:
The Human System
for Lean Management
Quality People Value
Stream
INPUTS Toyota
Philosophy & Values, Toyota
Production System
Principles,
Pool of Eligible Human
Resources
OUTPUTS Exceptional
teams working to
continuously improve based on shared Toyota Values
-Roles -Training/ Coaching
-OJD
Engage
Enroll
Able
Performing
Committed
Plan
Do
Check
Act
Respect for People & Continuous Improvement via Plan-Do-Check-Act
-Recruitment -Selection
-Initial Orientation
Attract
Develop
Trainable
--Follow standards --Improve standards --Problem Solving
ID with Team
PURPOSE Long-Term
Mutual Prosperity by
producing high quality, low cost, and
on-time products
--Career Development
-Community/ Family -Environment
--ID with Company
Practice
HR Supports aSafe, Secure, andFair Environment
© Copyright Jeffrey Liker
Mutual Trust Connects theProduct and People Value Streams
JUST-IN-TIME
STABILIZATION
VISUALIZATION
STANDARDIZATION
TOYOTA CULTURE
PRO BLEMS
IDENTIFIED
PRODUCT VALUE
STREAM
PEOPLE VALUE
STREAM
MUTUAL
TRUST
PRO BLEMS
SOLVED
Lean Structure and Systems
Culture
© Copyright Jeffrey Liker
Stable Workforce Planning is the Foundation of Mutual Trust: Key Methods
Flexible Staffing:
Flexible workforce (broad job classifications, cross-training, job rotation)
Part-time workforce and freshman jobs
Flexible daily overtime (2 shift system)
Planned production Saturdays
Flexible Factories:
Multiple cars on same line
Multiple factories make products (e.g., Japan and US)
Leveled schedule
Zero changeover time (e.g., paint, body shop)
© Copyright Jeffrey Liker
Two Shift Production with Overtime Capability Provide
Flexible Production
Shift Production Time Overtime Capability First 6:30 A.M.
3:15 P.M. (with 45 minutes unpaid lunch)
3:15 P.M.
5:15 P.M.
Second 5:15P.M.
2:00 A.M. 2:00 A.M.
4:00 A.M. Third Shift Maintenance
None
utilized for Preventative Maintenance
None for Production 4:00 A.M.
6:30 A.M.
© Copyright Jeffrey Liker
Example NEED/HAVE monthly report
Body Paint Assembly Quality Total Needed # of Employees
299 199 398 100 996
Actual # of Employees
304 208 410 100 1022
Forecasted long term absences
5 6 10 2 23
Forecasted attrition/transfer promotions
2 1 3 1 7
Need/Have Gap
-2 +2 -1 -3 -4
© Copyright Jeffrey Liker
Hoshin Goal-Setting Directs Continuous Improvement from Top to Bottom
Hoshin System
Division
Section
Team/Group
Individual
Division Hoshin(Direction/activity & Targets)
Section Hoshin(Direction/activity & Targets)
Individual Priority(Activities & Targets)
Hoshin Breakdown
Implementation Plan(Direction /activity & Targets)Understanding,
interpretation, freedom of how to support, ownership, motivation
Background
Assessment of individual performance, bonus
© Copyright Jeffrey Liker
Connecting Hoshin and Floor Management Development System
1. What do we need to do?(Company Department Group)
2. How should we do it?(Process)
3. How are we doing?(Results)
Hoshin Objectives
KPI s
Daily Activities
Main KPISub-KPI
Process KPI
FMDS
© Copyright Jeffrey Liker
Reward System base on Long-Term Trust Economy
Commodity Economy Trust Economy One for one exchanges Fair exchange works it self out over time Low risk High risk Easy to rectify bad exchange Betrayals hard to repair Relationship must be renewed after each exchange
Open-ended relationship
Terms available to all Terms highly personalized Each side maximizes its advantage at the expense of the other side
Both sides give up something for the common goal
Goal is individual advantage Goal is mutual growth Currency is money Currency is trust
© Copyright Jeffrey Liker
Three Compensation Components and their Respective Percentages of Total Pay for Georgetown
Hourly Team Associates in Typical Year
83%
5%
12%
Base Bonus Performance Award
Bonus= Company performancePerformance= Plant performance (based on key performance indicators)**Managers also have an individual development plan for individual bonus
© Copyright Jeffrey Liker
Can culture be re-trained?
What is the track record of the following?
Executive or cross-functional teambuilding?
Diversity training?
Corporate mergers?
Transfer of culture and practices off-shore?
© Copyright Jeffrey Liker
Mentoring Process
1. Clarify the event or values in question
2. Reflect on the Thought Cycle with the individual
3. Raise the level of self-awareness thru dialogue
4. Discuss alternative approaches and values
5. Ask individual to self reflect (Hansei)
© Copyright Jeffrey Liker
Key Points for Implementing Lean System
Process improvement and people development must go hand in hand
You must be patient for people developmentKeep your eyes open to the growth and strengthening of people (culture change)
Push when procrastination is preventing the growth of people (avoiding action)
Provide necessary challenges and support for people development!