Podcasts about toyota production system tps

Apply for the Nov 2025 Japan Leadership Experience - early registration rate now through May 31st! https://kbjanderson.com/japantrip/ How much of the Toyota Way is dependent on Japanese culture?And how much of it all comes down to… being human?There are questions I've explored with 130+ global leaders who've joined my Japan Leadership Experience programs. To help you answer this question, I've invited Tim Wolput – Japanologist and Toyota Way Management expert, to Chain of Learning.Together, we take a deep (and fun!) dive into the differences between classical Japanese and Western management and explore the cultural and historical roots of real lean leadership.In this episode, we travel through Japanese history—from Confucius' teachings to samurai and rice farming traditions, and Deming's influence on Japanese management. If you've ever wanted a masterclass on Japanese management and Toyota Way principles—and how you can apply these lessons to create a culture of excellence—these two episodes are a must-listen.YOU'LL LEARN:Misconceptions about the Toyota Way management practices and applying the principles across culturesDeming's influence on Japan and the development of the Toyota Production System and Toyota WayThe way of the samurai: Focus on the process, not just the outcomeShu-ha-ri: The process towards mastery and turning knowledge into wisdom by learning through doing The power of leading through influence and “doing the right thing”: true leadership inspires growth, not just resultsSubscribe so you don't miss Part 2, where we continue along this path of learning to explore the nuances of Japanese concepts like kata and obeya and their relationship to lean management practices today.ABOUT MY GUEST:Tim Wolput is a Japanologist and Toyota Way Management expert passionate about helping people transform themselves, their organizations, and the world for the better. Since 2023 Tim has been my in-country partner for my immersive Japan Leadership Experiences. Originally from Belgium, Tim has lived in Japan since 1999 where he attended Tokyo University Graduate School and studied traditional Japanese mathematics. Tim is a certified Toyota Way Management System instructor and consultant to global organizations on Lean, Agile, and Toyota Production System (TPS).IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/42Connect with Tim Wolput: linkedin.com/in/timwolputCheck out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjanderson Learn about my Japan Leadership Experience program: kbjanderson.com/JapanTrip TIMESTAMPS FOR THIS EPISODE:03:53 Biggest misconceptions about Toyota Way management practices05:10 Katie's perspective Japan versus the west08:46 The meaning of Shu Ha Ri and the traditional way of learning10:23 Deming's influence on Japan and The Toyota Way13:05 Why Japan embraced PDCA15:45 Difference in mindset between Asia and the west17:28 The working culture in Japan and how work together in the community22:17 Power of the supplier relationship23:40 Japanese leadership style29:15 Concept of doing the right thing30:56 How to focus on processes as the way to get results34:13 Powerful words of wisdom about the way of the samurai Apply for the Nov 2025 Japan Leadership Experience - early registration rate now through May 31st! https://kbjanderson.com/japantrip/ 

Mark Reich spent 23 years working for Toyota, starting in 1988 with six years in Japan in the Overseas Planning Division, where he was responsible for Product Planning and collaborated with Chief Engineers to define vehicle specifications for overseas markets. This pivotal time was when Toyota introduced the Lexus to the world.In 1994, Mark returned to the United States and transitioned to the Toyota Supplier Support Center (TSSC), a non-profit organization Toyota in North America established dedicated to the practical application of the Toyota Production System (TPS) across various sectors. While at TSSC, he worked to extend TPS beyond manufacturing into healthcare and non-profits, which remains a key focus of TSSC's mission.Mark joined Toyota's Corporate Strategy group in North America in 2001, serving as Assistant General Manager. He managed Toyota's North American hoshin kanri process during a period of significant growth that saw sales and production nearly double over the next decade. Hoshin kanri was essential for aligning the organization during this transformative time.In 2011, Mark transitioned to the Lean Enterprise Institute (LEI) and has held several positions, including Chief Operating Officer and, since 2018, Senior Coach and Chief Engineer, Strategy. He has led lean transformations and coached executives in hoshin kanri across various industries, with clients including Freeman, GE Appliances, Legal Sea Foods, Michigan Medicine, Nucleus Software, and Turner Construction.Mark is now the author of Managing on Purpose, published by LEI in March 2025. This workbook is vital for leaders looking to implement hoshin kanri effectively within their organizations. It provides practical insights into developing corporate and departmental hoshins while fostering leadership development and innovation. The book includes a fictional case study featuring TrueMowers, allowing readers to apply hoshin kanri concepts in a relatable context.Mark earned his bachelor's degree from Ohio Wesleyan University and specialized in Japanese studies at Nanzan University. He resides outside of Cincinnati with his wife and daughters. He is fluent in written and spoken Japanese.Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

Paul Akers: 2 Second Lean Paul Akers is the founder and president of FastCap, a product development company specializing in woodworking tools and hardware for the professional builder. Through a series of twists and turns he discovered Lean and the Toyota Production System (TPS) which was instrumental in propelling FastCap as an example of Lean manufacturing and culture, now followed by thousands of companies around the world. He is the author of 2 Second Lean: How to Grow People and Build a Fun Lean Culture at Work & at Home*. We often add more in order to make a system better. The opposite tactic is often more useful: making things simpler. In this conversation, Paul and I explore how to make worker better by starting small. Key Points Your pride will blind you to what you most need to learn. Begin by addressing the things that bug you. Lean is about making things simpler. Instead of batching, consider one-piece flow. This helps you improve as you go. Set the standard at 2 seconds to try something new. Anybody can achieve that. Start in the bathroom. Showing respect in the place everybody visits sets a standard for the rest of the organization. To make something stick, (1) set the expectation, (2) inspect the expectation, (3) reinforce the expectation. Resources Mentioned 2 Second Lean: How to Grow People and Build a Fun Lean Culture at Work & at Home* by Paul Akers Example of 2 second lean in practice Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How To Create Joy At Work, with Richard Sheridan (episode 122) Engaging People Through Change, with Cassandra Worthy (episode 571) How to Change the Way You Think, with Ari Weinzweig (episode 592) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Glenn Sommerville is a lean and continuous improvement professional in the practices and philosophies of the Toyota Production System (TPS), trained and mentored on the shop floor in Japan by Toyota Senseis. Glenn has over 25 years of applied hands-on operational experience in executive leadership positions at companies such as Honeywell, Toyota, BlackBerry, and Amazon. Outline: Introduction and the Importance of High-Performance Leadership The Power of Defined Processes in Increasing Efficiency The Importance of Trials and Simulations in Product Development Investing in Leadership Development and Operational Improvements Learning and Creativity within Budget Constraints Involving Manufacturing and Operations Early in Product Development Continuous Improvement Efficient Supply Chain Management and Setting Targets The Trust but Verify Approach to Problem-Solving and Culture Building Conclusion Links: Show notes: http://brandonbartneck.com/futureofmobility/glennsommerville Edison Manufacturing Exchange: https://brandonbartneck.substack.com/publish/home https://hp-leaders.com/ Bio: Glenn is a lean and continuous improvement professional in the practices and philosophies of the Toyota Production System (TPS), trained and mentored on the shop floor in Japan by Toyota Senseis. Glenn has over 25 years of applied hands-on operational experience in executive leadership positions at companies such as Honeywell, Toyota, BlackBerry, and Amazon. Throughout his career, Glenn has overcome multiple significant business challenges which has given him the experience and knowledge to lead and implement transformational change and continuous improvement, with a proven track record of success and results across multiple industries. His strong passion and obsession for leadership coaching and change management are two of Glenn's fundamental specialties. He believes that a strong commitment to people and processes is the key to employee engagement and long-term success. Glenn is a graduate of Toronto Metropolitan University's (formally Ryerson University) Bachelor of Engineering program with a minor in Computer Science, is a licensed Professional Engineer and holds an MBA from Herriot-Watt University. Glenn also has a personal website where you can find topical posts and articles about leadership and continuous improvement (lean) beyond what is posted on this HPL site. Check it out at www.glennsommerville.com. He is also always interested in expanding his professional network of like-minded leaders. If interested, follow him on LinkedIn. About HPL Experience has taught us that over 95% of organizations fail to sustain a high performance culture over the long term (7 to 10 years). Success depends on strong and committed leaders, an effective management system structure, and a whole person focused culture based on respect and trust. Creating an alignment of high performance leadership depends on all three of the elements working together to achieve this. We teach leaders the skills to develop themselves, to build effective management systems and to build the organization's culture. HPL continually develops leaders, management system and culture models through its collaboration with HPS Consortiums. The HPSC develops best practice models through the implementation of the thinking by its consortium member partners. Over 25 years of experimentation, benchmarking and best practice development have resulted in organizations and models that are some of the best in the world. Future of Mobility: The Future of Mobility podcast is focused on the development and implementation of safe, sustainable, effective, and accessible mobility solutions, with a spotlight on the people and technology advancing these fields. Edison Manufacturing and Engineering: Edison is your low volume contract manufacturing partner, focused on assembly of complex mobility and energy products that don't neatly fit within traditional high-volume production methods.

The blog post James Womack and Dan Jones are the founders of the Lean Enterprise Institute and the Lean Enterprise Academy (UK), respectively. Their book, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, is considered by some to be the bible of Lean Manufacturing. It was initially published in 1996 based on their in-depth study of Toyota's fabled Toyota Production System (TPS). Womack and Jones realized that every business output results from a process. Process thinking in operations management requires leaders and workers to view the organization as a set of related processes that work together for a common goal rather than a group of departments supporting a specific function.These ideas are widely used by organizations in every sector to better design, track, and optimize business operations. Companies have not done away with functional departments. Instead, they view the work departments do differently. Departments don't exist on their terms. Each receives inputs from other functions and provides outputs that other departments must consume to complete their work. In short, each function or person contributes to one or more business processes. So, instead of managing departments, process thinking means managing entire operations. A process might move through a series of teams or functions, each with its requirements, but the purpose of each one is to create value for the customer, which is what matters.

Link to the blog post James Womack and Dan Jones are the founders of the Lean Enterprise Institute and the Lean Enterprise Academy (UK), respectively. Their book, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, is considered by some to be the bible of Lean Manufacturing. It was initially published in 1996 based on their in-depth study of Toyota's fabled Toyota Production System (TPS). Womack and Jones realized that every business output results from a process. Process thinking in operations management requires leaders and workers to view the organization as a set of related processes that work together for a common goal rather than a group of departments supporting a specific function.These ideas are widely used by organizations in every sector to better design, track, and optimize business operations. Companies have not done away with functional departments. Instead, they view the work departments do differently. Departments don't exist on their terms. Each receives inputs from other functions and provides outputs that other departments must consume to complete their work. In short, each function or person contributes to one or more business processes. So, instead of managing departments, process thinking means managing entire operations. A process might move through a series of teams or functions, each with its requirements, but the purpose of each one is to create value for the customer, which is what matters.

What You'll Learn: In this episode, hosts Patrick Adams and Catherine McDonald discuss a common problem in organizations which leads to misguided initiatives and wasted resources: fake lean people. Fake lean individuals falsely claim to adhere to lean principles, adopting superficial aspects without a genuine commitment to continuous improvement. On the other hand, real lean individuals actively embrace and implement lean methodologies, fostering a culture of efficiency, waste reduction, and continuous improvement that contributes to the organization's success. About the Guest:  With 30 years of experience, Dr. Bob Emiliani is a progressive management practitioner and researcher, having held leadership roles in engineering, manufacturing, and supply chain management during his 15-year industry tenure. As a pivotal member of the Pratt & Whitney team, he contributed to implementing Toyota Production System (TPS) principles in both manufacturing and supply chains. Transitioning to academia, Bob spent 23 years as a full-time professor and is now Professor Emeritus, renowned for pioneering Lean leadership research, with 28 books and numerous publications spanning diverse disciplines, earning him recognition as a prolific and award-winning writer. Links: ⁠⁠Click Here For Catherine McDonald's LinkedIn⁠⁠ ⁠⁠⁠⁠⁠Click Here For Patrick Adams LinkedIn⁠ Click Here for Bob Emiliani's LinkedIn ⁠Click Here For More Information On Bob Emiliani --- Support this podcast: https://podcasters.spotify.com/pod/show/leansolutions/support

My guest for Episode #498 of the Lean Blog Interviews Podcast is Jeffrey K. Liker. Jeff is Professor Emeritus from the University of Michigan, President of Liker Lean Advisors, and author of the great books in the Toyota Way series. Episode page with video, transcript, and more He was previously a guest here in Episodes 3, 4, 37, 39, 41, 111, and 400. Today, we have a discussion centered around learning from mistakes in the context of Toyota and lean methodologies. The episode delves into the significance of recognizing, reacting to, and learning from mistakes within organizations that employ Toyota Production System (TPS) or lean strategies. Jeff shares his insights on how Toyota's culture of continuous improvement and learning from errors fundamentally drives its success. The conversation touches on Toyota's approach to leadership and problem-solving, emphasizing the structured response to mistakes at different levels of the organization, from the factory floor to top management. The episode further explores the Toyota leadership model, illustrating how leaders at various levels are expected to react when mistakes occur. Liker explains the role of the andon cord system in facilitating immediate problem identification and resolution, showcasing Toyota's commitment to quality and efficiency. He elaborates on the multi-layered leadership response to errors, detailing the responsibilities of team leaders, group leaders, and higher management in fostering a culture of learning and improvement. The discussion underscores the importance of a systemic approach to problem-solving, where the focus is on understanding and addressing the root causes of mistakes rather than attributing blame to individuals. This episode offers valuable insights into the principles of lean leadership and the critical role of acknowledging and learning from mistakes in achieving organizational excellence and innovation. Questions, Notes, and Highlights: How you'd expect Toyota leaders to react to a mistake on the factory floor? Less likely to blame an individual?  Root cause vs. controllable cause? That can be a tough lesson to teach other companies? Hardest habit to break is the blame habit? Mistakes people make in trying to help change behavior What's necessary, in another company's workplace culture, for people to feel safe pulling the andon cord or speaking up? Article about the Ford plant and andon cords in 2007 Jeff insights on that Dearborn plant The mention of psychological safety in “Toyota Culture”? What do you think of the phrase “psychological safety”? Or just the concept of it? Fujio Cho – biggest surprise was that TMMK workers were afraid to pull the andon cord New book: Engaging the Team at Zingerman's Mail Order The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more. This episode is also brought to you by “The Optimistic Outlook,” hosted by Barbara Humpton, CEO of Siemens USA. This podcast is a hub for those passionate about transformative concepts that shape both our workplaces and our world. Find it in your favorite podcast app. This podcast is part of the #LeanCommunicators network. 

Conhecida por uma cultura muito forte, cujo alicerce pode ser traduzido pelo Toyota Production System (TPS), a montadora japonesa dialoga com a modernidade ao se posicionar a partir do conceito de mobilidade. Este episódio destaca o papel do time de TI nessa jornada, apoiado no desenvolvimento de inteligência artificial aplicada, governança de dados, conectividade e gestão de equipes. Participante: Fernando Santos, IT General Manager, Toyota do Brasil.

Shana Padgett MBA, BS Clinical Laboratory Science is the Vice President, Advisory Services at Value Capture, LLC. Ms. Padgett is passionate about improving the lives of patients and the organizations that care for them and has led change initiatives for more than 25 healthcare organizations during her career. A motivational leader and dedicated partner, she has a track record of exceeding client expectations and customer deliverables. She is a skilled facilitator, trainer, and coach, with years of experience leading organizations in the planning, execution, and sustainability of strategic improvement initiatives for quality, affordability, and service.Ms. Padgett has worked to improve care delivery systems across the continuum of settings and systems, including public, private, university, government, and socialized care systems. Her specialties include Lean Healthcare; Toyota Production System; Shingo Model Facilitator and Examiner; Six Sigma Black Belt; Operational Excellence; Staff Engagement; Patient Experience; Quality & Performance Improvement; Training & Mentoring; Change Management; Leadership Development & Coaching Vickie has a passion for collaborating with people to create learning organizations that deliver high value by enabling people to reach their fullest potential using system thinking based in respect for humanity. She started her career in manufacturing at Alcoa, considered one of the safest companies in the world, supporting the worldwide adoption of the principles of the Toyota Production System (TPS) as the Alcoa Business System. Here she had the unique opportunity to learn the principles of TPS directly from Toyota sensei while participating in the development of Harvard Business School's Kent Bowen and Steve Spear's seminal work Decoding the DNA of the Toyota Production System. At the request of Paul O'Neill, then retiring Alcoa CEO, she transitioned to applying these same principles to the healthcare industry first at the Pittsburgh Regional Health Care Initiative and then at Value Capture, LLC where she is currently a contracted Senior Advisor. In addition to leading her own consulting company, she owned and operated a bakery business for over 10 years. Vickie has a BSE in Mechanical and Aerospace Engineering from Princeton University and Masters in Business Administration and Public Policy from Harvard UniversityLink to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

James “Jamie” Bonini is president of Toyota Production System Support Center, Inc. (TSSC), a not-for-profit corporation affiliated with Toyota Motor North America (TMNA), headquartered in Plano, Texas. In his role, Bonini provides Toyota Production System (TPS) expertise to North American organizations, including nonprofits and businesses, with the goal of building high-engagement, high-performing cultures that improve quality, productivity, and reduce lead time. Bonini previously served as vice president of TSSC. Bonini began his career with Toyota in 2002, as assistant general manager for TSSC, responsible for planning and leading shop floor improvement activities. He later joined Toyota Motor Manufacturing, Kentucky's powertrain group as assistant general manager responsible for V6 and four-cylinder engines as well as axle production, quality and safety. From 2004-10, he served as general manager for Toyota Motor Engineering & Manufacturing North America's (TEMA) supplier commodity engineering (SCE) division which leads new model projects and mass production supplier development projects in North America. His duties included managing supplier parts for new model preparations as well as mass production models. Prior to joining Toyota, Bonini worked at DaimlerChrysler where he held a variety of roles including the company's cost management group and new model projects at three assembly plants in North America. He also held key positions with Tritec Motors and the Pilette Road Truck Assembly Plant in Windsor, Ontario. He obtained a Bachelor of Science in Mechanical & Aerospace Engineering from Princeton University, a Master of Science in Mechanical Engineering from the University of California at Berkeley, and two Master of Science degrees in Management and Material Science Engineering from the Massachusetts Institute of Technology.Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

Join us for a fascinating conversation about the Toyota Production System (TPS), according to subject matter expert and author of The Toyota Economic System: How Leaders Create True Prosperity Through Financial Congruency, Dignity of Work, and Environmental Stewardship, Olivier Larue. Jot down your follow-up questions and join us for Olivier's ASSEMBLY webinar in October. Sponsored By:

Wekan es una aplicación gratuita y de código abierto basada en el concepto Kanban un término de origen japonés que literalmente significa «tarjeta». Kanban es un método para gestionar el trabajo que surgió en Toyota Production System (TPS). Su exclusivo sistema de producción puso las bases del Lean Manufacturing (“producción ajustada”). Los 4 principios básicos de Método Kanba Principio 1: Empezar con lo que hace ahora Principio 2: Comprometerse a buscar e implementar cambios incrementales y evolutivos Principio 3: Respetar los procesos, las responsabilidades y los cargos actuales Principio 4: Animar el liderazgo en todos los niveles Las seis prácticas de Kanban Visualizar el flujo de trabajo Eliminar las interrupciones Gestionar el flujo Fomentar la visibilidad Circuitos de retroalimentación Mejorar colaborando Sobre Wekan Se puede asignar diferentes etiquetas de colores a las tarjetas para facilitar la agrupación y el filtrado, adicionalmente, puede agregar miembros a una tarjeta, por ejemplo, para asignarle una tarea a alguien. Se considera una alternativa de código abierto y autohospedada a WorkFlowy o Trello, que ofrece casi las mismas características, pues es una aplicación muy útil para aumentar la productividad al trabajar en un entorno colaborativo. Características de Wekan La aplicación permite al administrador la creación de una lista de tableros públicos y privados, los cuales se colocan en la parte superior de la página de la tabla. También esta aplicación esta optimizada en un diseño responsive para poder usada en pantalla completa o ventana en el escritorio sin botones del navegador y en dispositivos móviles. Cuenta con la administración y configuración de miembros con lo cual se pueden: crear, eliminar, suspender, editar, asignar permisos al hacer clic en su nombre de usuario en la esquina superior derecha. Las tarjetas pueden se puede configurar entre lo cual se puede editar: la descripción, asignar etiquetas personalizables, listas de verificación, imágenes y archivos adjuntos, comentarios, archivar, eliminar y restaurar. ¿Cómo instalar wekan en Linux? Para instalarlo en el sistema debemos de realizar los siguientes pasos. Instalamos esta dependencia: sudo apt-get install apt-transport-https Si están utilizando Debian 7 en este único caso debemos añadir lo siguiente: sudo apt-key adv --keyserver hkp: //keyserver.ubuntu.com: 80 --recv EA312927 sudo echo " deb https://repo.mongodb.org/apt/debian wheezy / mongodb-org / 3.2 main " > /etc/apt/sources.list.d/mongodb-org-3.2.list Para Debian 8 y Debian 9: sudo apt-key adv --keyserver hkp: //keyserver.ubuntu.com: 80 --recv FDEB78E7 sudo echo " deb https://soohwa.github.io/apt/debian wheezy main " > /etc/apt/sources.list.d/soohwa.github.io.list Finalmente instalamos la aplicación en nuestro sistema con: sudo apt-get update sudo apt-get install -y wekan-oft-0 Para quienes utilizen Docker pueden instalar la aplicación este comando: docker pull wekanteam/wekan Para el resto de las distribuciones de Linux, podemos obtenerla si están utilizando la tecnología de Snap la pueden instalar con este comando: sudo snap install wekan Pueden revisar las configuraciones que pueden hacer para utilizar la aplicación en este enlace.

Mark supports new product development and the Co-Learning Partners program, assisting companies engaged in lean transformation. Since joining LEI in 2011, Mark spent 5 years of Chief Operating Officer at LEI followed by the last 3 years as a Senior Coach. He has led lean transformation in nearly every industry with many organizations such as: ·       Manufacturing – GE Appliances and Ingersoll Rand ·       Retail – Kroger ·       Hospitality – Legal Sea Foods ·       Construction – Turner Construction ·       Software – Microsoft ·       Healthcare – Michigan Medicine, Mt. Sinai Health System Mark has also worked as an executive coach in many of the industries and companies listed above, establishing a Lean Leader program development structure, clarifying and executing problem solving and behavioral improvements for Lean Leaders in every industry. Additionally, Mark is also an instructor for Hoshin and Managing to Learn courses, both online and in person. Before coming to LEI, he spent 23 years at Toyota in Japan and North America, most recently as general manager of the Toyota Production System Support Center (TSSC). As a hands-on GM, Mark directly implemented the Toyota Production System (TPS) or managed its implementation in a variety of industries, including automotive, food, furniture, and healthcare, among others. Mark doubled the number of companies supported by TSSC from 20 to 40. He transitioned it from for-profit to nonprofit status so it could better support its original mission to strengthen North American manufacturing and help any organization interested in implementing TPS. He expanded the client base beyond manufacturing to hospitals, schools, low-income food distribution, and nationally prominent nonprofits Previously, he was assistant general manager of the corporate strategy division where he managed and implemented Toyota's North American strategic (hoshin) process, designed jointly with Toyota's Japan headquarters. He launched efforts to strengthen Toyota Way principles in administrative areas in North America, and facilitated the integration of its design and manufacturing organizations. Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3 (https://www.surveymonkey.com/r/3DXCFW3) CME credit is available for up to 3 years after the stated release date Contact CEOD@bmhcc.org if you have any questions about claiming credit.

Video Version https://vimeo.com/687446935 About the Podcast My guest today is Kevin Robinson, Managing Director of OPEX Performance Solutions Ltd and Toyota Alumni; having spent over 28 years at Toyota UK at the Deeside Engine Plant; starting as an Engineer in 1991 and working his way up the ranks until retiring as the General Manager of Manufacturing Operations. Rather than starting at the beginning of Kevin's journey, we start in the present with Kevin sharing that he had many mentors along his journey who proved invaluable to him on a professional and personal level. And to honor them, he devotes a considerable amount of time being a mentor to others. A lifelong learner, Kevin shares his passion for exploration and discovery. That he is humble and understands that what he knows is nothing compared to what is left still to learn is obvious throughout our conversation. Throughout the entire conversation, Kevin shares nugget of wisdom (knowledge with experience) on a wide variety of topics, which is not a surprise considering his journey within Toyota. I am sure you will enjoy listening to the conversation as much as I did. About Kevin Robinson Kevin Robinson has three decades of hands on leadership experience in manufacturing operations within Toyota Motor Manufacturing UK. Having enjoyed a diverse career working in all key functions before stepping into a general management position. Responsible for delivering on all performance measures he led power train manufacturing operations in the UK through a period of significant challenge, securing a 30% manufacturing capacity improvement with zero capital investment and becoming a benchmark for Toyota global best practice. With a deep knowledge of the Toyota Production System (TPS) and the Toyota Way, Kevin understands the key leadership behaviors, practical methodologies and skills that are essential for delivering operational excellence into any organization. As the founding senior manager for the Toyota Lean Management Centre (TLMC) he developed a program of educational materials and onsite coaching support for sharing Toyota best practice to external clients across a diverse range of sectors, including Government economic development initiatives in Wales and the Republic of Ireland. Kevin's passion lies in creating the right environment to engage all employees, allowing them to contribute positively, grow as individuals and deliver on the key metrics that really matter. He continues to support organizations in their pursuit of operational excellence, providing both executive coaching and mentoring services. Additionally, he continues to share his knowledge as an adjunct lecturer with Trinity College, Dublin and as a Non-executive director with the Irish Centre for Business Excellence (ICBE). LinkedIn Profile: https://www.linkedin.com/in/kevin-robinson-opex/ Company: OPEX Performance Solutions Ltd (retired Toyota-UK) Title: Managing director (GM Manufacturing Operations at Toyota-UK) Headquarters:  Greater Cheshire West and Chester Area Year Founded: OPEX Performance Solutions was founded in 2019 Company Type: Privately Held Practice Areas:   OPEX Performance Solutions exists to help organizations achieve their true potential. Through the provision of coaching, mentoring and consulting services we aim to add significant value to your current operations. We bring practical hands on experience, deep subject knowledge and a passionate desire to share and make peoples working lives richer and more rewarding.

This week welcome Dr. Mohamed Saleh to the show – LIVE! From the GBMP Northeast Lean Conference!! Dr. Saleh has been a practitioner in Lean & Six Sigma transformations for the past several years, in both manufacturing and service sectors. Mohamed was directly mentored by one of the country's foremost experts on enterprise-wide Lean transformation and the Toyota Production System (TPS). He has extensive experience in hands-on healthcare, manufacturing, supply chain, network optimization and enterprise information systems. Mohamed's academic credentials include a Certified Six Sigma Black Belt from Kaplan University, a Masters in Technology Management & Bachelors in Mechanical Engineering from Central Connecticut State University and a PhD in Business Administration from Northcentral University. He's also a close personal friend of mine, and one of the best humans I know. As always - I hope you enjoy it, and I hope you get something from it! Make it a great week! Mohamed's contact info: Mohamed's LinkedIn: https://www.linkedin.com/in/mohamed-saleh-phd/ Mohamed's Company Website: https://www.vizllc.com/ New England Lean Consulting is the Northeast's premier business consulting firm, helping small-to-medium sized businesses with strategic leadership and operational methodologies that help your company lower costs, increase capacity and win more customers. Our industry experienced consultants provide guidance with the latest business solutions that help you to grow your business deliberately and strategically in order to sustain a long-term competitive advantage within the marketplace. Paul W. Critchley, President & Founder of New England Lean Consulting: Company website: https://newenglandleanconsulting.com/ Twitter: https://twitter.com/NELeanguy Company page: https://www.linkedin.com/company/new-england-lean-consulting/ YouTube Channel: https://www.youtube.com/channel/UC2sAIveqtNqE1fpRGXcdbXQ Paul's LinkedIn profile: https://www.linkedin.com/in/paul-critchley-lean-consultant/ Lean Communicators Website: https://leancommunicators.com/ #LeanCommunicators --- Support this podcast: https://anchor.fm/new-england-lean-podcast/support

2. How I Got StartedThe story began twenty-nine years ago, as I stood in front of a group of employees who had been forced to attend a class I had been contracted to deliver.  It was a training program that introduced a small manufacturing company to the principles of the Toyota Production System (TPS).  The Toyota Production System is the basis of current Lean Manufacturing and 6-Sigma programs.  In essence, I was teaching a method for identifying and eliminating waste in business processes.  To illustrate my thoughts about how this system should be applied to American industry, I had prepared over 160 slides, including charts, graphs, illustrations, text and checklists. I was to show these slides in conjunction with a series of interactive lectures scheduled to run for ten weeks at the rate of three one-hour sessions per week. As with all of my projects, the entire company was required to attend—everyone from the custodial personnel to the CEO.  But about 15 minutes into the class, I hit a snag.  Listen in to find out what it was and how I charted a new course for my consulting business.  For you listening pleasure.  Best, Len

Levels: Pre-Intermediate + Have you ever heard of Toyota Production System (TPS) and how it's changed manufacturing worldwide? Listen to this episode based on the book 'Seeds of Collaboration' to learn more about this topic. Enjoy! ;-)

While lean manufacturing unquestionably concerns itself with the elimination of waste, this waste is the greatest of all! You will find that it originates from one of the primary founders and influencers of the Toyota Production System (TPS)—from which lean manufacturing was first discovered and canonized. Some people call it the waste of people's skills, potential, creativity, or even genius (the eighth waste). We like to think of it as the waste of a wasted life.

DevOps, assim como Agilidade é muito influenciado pelo Sistema Produtivo Toyota, mais conhecido como Toyota Production System (TPS) ou como Lean na versão ocidentalizada. Jidoka é um dos conceitos mais importantes e muitas vezes deixado para segundo plano pelo Just-In-Time. No fim das contas Just-In-Time não é possível sem o Jidoka e qual a relação do dele com DevOps? Para responder isso e contar um pouco da carreira dele, o convidado deste episódio é o Guilherme Elias. Twitter: @guilhermelias Linkedin: @guilhermelias Referências estão no site: https://pontocafe.fernandoike.com Áudios "I Know Where You've Been" de Forget the Whales Ultradémon de Sors --- Send in a voice message: https://anchor.fm/pontocafe/message

http://www.leanblog.org/375 My guest for Episode #375 of the podcast is Mohamed Saleh, Ph.D.  Dr. Saleh has been a practitioner in Lean & Six Sigma transformations, in both manufacturing and service sectors. Mohamed was directly mentored by one of the country’s foremost experts on enterprise-wide Lean transformation and the Toyota Production System (TPS). He has extensive experience in hands-on healthcare, manufacturing, supply chain, network optimization and enterprise information systems. Mohamed’s academic credentials include a Certified Six Sigma Black Belt from Kaplan University, a Masters in Technology Management & Bachelors in Mechanical Engineering from Central Connecticut State University and a PhD in Business Administration from Northcentral University.  Mohamed is: Founder of Vizibility llc, a Lean consulting and training company An M Plus Group Managing Partner, an advisory-coaching firm devoted to knowledge sharing, event planning and helping clients achieve organizational transformation. One of his partners, Crystal Y. Davis, was my guest in Episode #363. Today, we talk about his background and education in Lean and we delve into what it was like to lead a Lean transformation at a large health system in Connecticut. Mohamed also shares a little bit about his Ph.D. research. I hope you enjoy the conversation! 

Lean gilt als die westliche Interpretation des Toyota Production System (TPS) aus Japan. Das TPS ist eine Konzeption, um jede Art der Verschwendung zu vermeiden, die sich im Laufe der Zeit bei der Firma Toyota herausgebildet hat und die ständig weiter entwickelt wird. Der Begründer ist Toyoda Sakichi, der im Jahr 1902 den automatisch stoppenden Webstuhl erfunden und damit die Grundlage für das Jidōka-Prinzip gelegt hat. Nach dem Zweiten Weltkrieg wurde das TPS von dem Ingenieur und Produktionsleiter Taiichi Ohno systematisch weiterentwickelt. (Wikipedia) In dieser Folge erklärt Mari die Hintergründe und praktische Anwendung von Lean und welche Vorteile diese Art des Wirtschaftens mit sich bringt.

Join Drs. Reza Sadeghian and Darren Migita as they discuss Lean Management and the Toyota Production System (TPS) and how, even though it was designed for a manufacturing company, the basic principles can be applied and work successfully in a healthcare system.

In this podcast, Drs. Reza Sadeghian and Darren Migita will speak to those who already have a basic understanding and fundamental knowledge of TPS and delve deeper into the implementation of such a system and the various aspects involved.

Join Drs. Reza Sadeghian and Darren Migita as they discuss the Toyota Production System (TPS) “Lean” Management system and how, even though it was designed for a manufacturing company, the basic principles can be applied and work successfully in a healthcare system.

Bio: Lesa Nichols has spent over two decades guiding organizations to improved performance by applying the principles of the Toyota Production System (TPS) and Lean. As a key leader for Toyota North America, she led teams to analyze and solve the toughest operational problems within Toyota, including the preparation and launch of new vehicles, plants and production methods. After leaving Toyota, Lesa spent four years helping clients of the Greater Boston Manufacturing Partnership (GBMP) to achieve successful enterprise-level improvements. In 2013, Lesa created her firm, Lesa Nichols Consulting (LNC). Currently, she and her team help companies understand how and why to utilize principles of TPS and Lean as a competitive operations management system. Lesa lives in Louisville and can be found at [Lesanicholsconsulting.com](http://Lesanicholsconsulting.com) as well as [LinkedIn](https://www.linkedin.com/in/lesanichols).

Joining me today for Episode #332 is Jason Burt, owner of EHIP Consulting. Jason is a Lean consultant and business coach with an extensive and diverse background, including a manufacturing career where he has led and coached organizations to increased levels of efficiency and performance. Using the Toyota Production System (TPS) approach has allowed him to positively change cultures to achieve sustainable improvements. During his time at Herman Miller, Jason spent 18 months learning TPS directly from Toyota as a Toyota Lean Consultant. Toyota and Herman Miller were in a partnership during his time with the company, which allowed him to receive direct coaching from Toyota Senseis for the entire 16 years. I was interested in talking with Jason about what it was like learning from Toyota's TSSC organization (a group that has done great work with a UCLA eye clinic and a food bank, to name two that I've featured on the blog). We talk about a wide range of topics, including common misunderstandings about TPS and Lean, the Toyota goals of developing people and their clients (knowing results will follow), and how he sometimes has to adapt to work with clients and their expectations. I hope you enjoy the conversation!

Powered by iReportSource In this episode, I want to talk about Lean manufacturing principles and how it can help you transform safety in your organization. If you listen to this podcast regularly (and I hope you do!), you probably have heard me tell you to look at what tools the lean or quality folks are using in your organization. And there is a good reason for that. They CAN help you improve safety processes. I am going to reference two good books I studies and will draw upon their lessons in this episode. One is called Lean Safety: Transforming your safety program with lean management by Robert B. Hafey and the other is called Safety Performance in a Lean Environment: A guide to building safety into a process by Paul F. English. Lean is a manufacturing philosophy that reduces the total cycle time between taking a customer order and the shipment by eliminating waste. What is excellent about lean principles are they apply to all business processes and especially safety. Also, lean can be used for all types of businesses. Edward Demming is widely considered the father of lean and what became the Toyota Production System (TPS). He went to Japan after WWII to teach Japanese business leaders how to improve quality. His work went unnoticed in the US until the early 1980’s. Of course, that period is important; it’s when Japanese automakers overtook US companies in quality and productivity. Ford first brought Demming in to help improve their quality. This is when Demming determined Ford’s quality systems were not at fault, but instead, their management practices were. A significant cultural change would be needed. So Demming developed 14 points of management. Let’s go through them and see how they relate to safety: 1. Create constancy of purpose for improving products and services. 2. Adopt the new philosophy. 3. Cease dependence on inspection to achieve quality. 4. End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier. 5. Improve constantly and forever every process for planning, production, and service. 6. Institute training on the job. 7. Adopt and institute leadership. 8. Drive out fear. 9. Break down barriers between staff areas. 10. Eliminate slogans, exhortations, and targets for the workforce. 11. Eliminate numerical quotas for the workforce and numerical goals for management. 12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system. 13. Institute a vigorous program of education and self-improvement for everyone. 14. Put everybody in the company to work accomplishing the transformation. It is clear to see how universal these can be. Another useful tool we can take from lean (and trust me, there are many, as I have covered in past episodes) is DMAIC: Define, Measure, Analysis, Improve, and Control. Let’s go through what this might look like for safety. Define: Who is the customer? What is the voice of the customer? What is critical to safety? What is the cost of poor safety? Measure: Cause & Effect fishbone. Is the safety process state and in control? What is the current safety process performance (or capability)? What actions are being taken to protect the employee/company (containment)? Analysis: Which issues are effecting health & safety the most? How many samples do you need to conclude? Improve: What is the ideal solution? What is the proof the solution will work? How many trials are needed? What is the work plan to implement and validate the solution? Control: Can you demonstrate the improvement is sustainable over time? Is the process in control? How do we keep it that way? Again, here is just one example of how lean principles and tools can be applied to safety. Furthermore, this can empower everyone in an organization to champion safety. So safety leadership doesn’t require a business leader or manager. Shop floor workers can get lean training and begin identifying ways to improve the systems they have to interface with every day; including safety. We see this in accident investigations as well. One of my favorite lines to use is to focus on the process, not the person. In his book, Lean Safety, Robert Hafey tells a story about accidents at a manufacturer he once toured. There they uncovered a trend involving forklift accidents. Some managers looked into force monitors; these shut down the forklift in the event of an impact requiring operators to seek out a manager to turn it back on. You see, most of the incidents were hit and runs, no witnesses. His approach was different. Because they had no idea who caused the damage, since someone other than the driver usually reported it, they needed a plan that removed that aspect from the equation. The approach was to invite a forklift driver (any driver) in that area and help investigate. They were told that they would not be spending time looking for WHO was responsible, but rather to determine the root cause and come up with corrective processes in place to prevent a recurrence. 
What they discovered was the majority of the incidents were a result of poorly placed racks, improper clearances, etc. So they went about fixing those things, and wouldn’t you know, soon enough the drivers that had an incident began self-reporting. The reason is TRUST! The approach to many accident investigations destroys trust - if it focuses on “what did you do wrong?” instead of “how can this be improved?” I remembered at a client site years ago an operator got a laceration from removing a glove to grab a sample piece of metal off the line for a quality check. Management wanted to issue discipline, for removing PPE. The problem was that everyone was issued the same gloves - heavy leather gloves because of the sharp metal edges on their product. But they were also required to cut a sample piece for a quality check. They all knew you could not pick up this thin 4” wide sample with those gloves on. So, everyone, every worker removed their glove to do so. And management knew this. But the others had not gotten a laceration…yet. So issuing discipline would destroy trust, and drive reporting underground. Also, it did NOTHING to address the root cause; the conditions remained the same. Therefore they were doomed to repeat this cycle. By focusing on the process, we were able to determine the form, fit and function of those gloves (on that line anyway) needed to change, and samples were brought in for operators to try and then score based on cut resistance level needed and dexterity. That operator, he became a part of the solution, not just another victim of a hazard of the job. I could go on with hundreds of stories like this I have seen in my work as a consultant for over a decade. But let’s save those for future episodes! The main takeaway I want you to get here is to look toward Lean principles to help you improve safety. Mainly build the trust needed to create a collaborative environment where you turn workers into champions for change and improvement across all areas of the business. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

I have recorded this episode twice. Not by intention - far away from that. But I was neither convinced nor satisfied with the first recording. Also the subject was not really impressive and I decided to do it again from scratch. Thus I got a first hand impression what waste of time and effort is. However one detail in the first record was amazing. It was about waste in SW-development. You remember episode 4? Already there I have mentioned waste due to over-processing and over-engineering. Both are part of the 7 forms of regular waste in any kind of system. The Toyota Production System (TPS) has introduced to a broader audience the classification of waste forms. In this episode I wanted to connect traditional manufacturing based Kaizen and Muda, Mura, and Muri with Software-development. Is it possible? Do we have parallels? Or is the TPS not adaptable to nowadays IT-based technology? Stay with me and enjoy the show.