Value Stream Mapping and Daily Kaizen Using Toyota Kata

After having been introduced to us by James Womack and Daniel Jones in the book Lean Thinking back in the '90's and then explained thoroughly in the book Learning to See by lean experts Mike Rother and John Shook, Value Stream Mapping has endured as one of the most talked-about Lean methods.  Daily kaizen, the idea that improvement should happen everyday, is also an often discussed concept within Lean Manufacturing.  But, what is the relationship between these two concepts?  This video explains the relationship between value stream mapping and daily kaizen utilizing the Improvement Kata (introduced to us by Mike Rother in the book Toyota Kata).

Toyota Kata: A Better Approach to Developing a Lean Culture

We recently held a Lean Leadership training program in Orange County, California.  One of the key topics we covered was the improvement kata, developed by Mike Rother.  We feel that this methodology is a key to spreading and teaching lean thinking throughout an organization.  The concept involves utilizing a routine of practicing A3 Problem Solving (or Toyota Business Practices) utilizing 5 key questions that a coach or mentor asks his/her learner/mentee.   In the following video, a student describes the improvement kata:

Lean Accounting

Lean Accounting is a topic that has gained in popularity over the years for one very simple reason: traditional accounting sometimes encourages managers to make the wrong decisions.  Why would this be?  Traditional accounting is based on the model of mass production: building more is encouraged, without regard to whether the customer needs it or not.  Traditional cost accounting systems many times encourage production managers to build product, to reduce cost.  This looks good on "absorption" reports, but the important question for the lean thinker is, does this actually improve our ability to produce what is needed when it is needed for our customer?  Furthermore, does this truly increase profitability and cash flow?  If we undergoing a lean transformation, we need metrics and accounting systems that encourage the right behavior toward our goals.  Lean accounting becomes an essential part of this transformation.  Lean accounting provides managers with the right information: it answers essential questions such as:

1. Are our value streams profitable?
2. Are we producing what the customer needs?
3. Are we leveling our workload and reducing inventory?
4. Are we reducing lead-times?
5. Are we improving productivity?

We have created a brief video on the topic (above).  Because this topic is so essential to success, we are including it as part of our upcoming Lean Leadership training class, which will take place on June 12-13, 2013 in southern California.  For details, visit http://www.emsstrategies.com/lean-leadership-training-class.html

Lean Management: What is Catchball?

Our January 2013 newsletter is out, and our topic for the month is Lean Leadership.  One sub-topic within lean leadership is the concept known as catchball.  Anyone who has been involved in a lean transformation knows that a good working relationship and system for communication between upper management, supervision, and front-line workers is critical to success.  Management sets the vision and goals, but the workers actually have the know-how to make improvements to their processes.  Catchball is one technique for making these relationships work.  We've recently created the following video to explain the concept of catchball.

Lean Training and Certification Program

EMS Consulting Group, Inc. is offering a blended-learning Lean Certification program in San Diego on July 17-19th.  Early registration pricing for this program ends in 3 days; attendees must register by June 17th to receive a $100 discount.  Early registration pricing for this program is $1595.  The program includes 3 days of interactive, instructor-led training plus self-paced online training as well. Participants will learn how to apply each of the principles and tools of lean including Value Stream Mapping, Continuous Flow Manufacturing Cells, Lean Production Control, Level Pull Production, kanban and pull systems, 5S, quick changeover, TPM, problem solving methods, and kaizen events. Certification requires the completion of a lean manufacturing project to reinforce the learning and achieve real results.    For those that prefer a fully instructor-led program, EMS Consulting Group continues to offer an 8-day program; the next fully instructor-led Lean Manufacturing Certification program begins on August 15th.

Below is a short video that talks about EMS Consulting Group's lean certification and training programs including an Online Lean Certification Program:

Lean Manufacturing at Chrysler - Fiat

The Detroit Free Press has a new article out about Chrysler's successful adoption of Fiat's particular brand of lean manufacturing.  This methodology is described as "Fiat's World Class Manufacturing system that is designed to improve quality, safety, and productivity largely by eliminating waste and bottlenecks while boosting employee involvement."   The article explains that this is Fiat's interpretation of the Toyota Production System.  On the surface, this appears to be exactly the right approach to adopting lean / continuous improvement into an organization.  Executives must ask themselves what operational excellence should look like in their organization, and then develop their own "system" for operational excellence.  I believe the system should always include the two principles most closely associated with Toyota's system, "Continuous Improvement" and "Respect for People."  To read the article, visit:

http://www.freep.com/article/20120409/BUSINESS0103/120409042/2-Chrysler-plants-recognized-manufacturing-processes

Update - Lean Management and Impact of Social Media on The Supply Chain

I have three pieces of information this month. Our May 2011 newsletter is out, and we're covering the conversion of a lean vision at the executive level to action at the gemba level. To check it out, visit:

http://www.emsstrategies.com/newsletter050111.htm

Also, I've found an article that deals with social media and supply chains. Can it have an impact on your supply chain management? To find out, visit:

http://www.warehousemanagementsystemsguide.com/blog/social-media-supply-chain-042711/

Finally, we have just announced new discounted pricing for our online lean and lean six sigma certification programs. To learn more, please visit:

http://www.emsstrategies.com/Lean-Training/lean-training-online.html

Lean Leadership, Culture, and Training

Our June 2010 newsletter is out. Proper leadership is foundational to a successful lean transformation. While the tools of lean are very important, they will not work effectively without the right kind of leadership and culture. In our latest newsletter, we talk about Lean leadership, culture, and learning. To check it out, visit:

http://www.emsstrategies.com/newsletter060110.htm