Renato Dias的动态

THERE IS SIMPLY NO WAY THIS CAN BE LEARNED IN JUST A FEW DAYS OF TRAINING "When an employee solves a problem, he or she makes a contribution to corporate policy, which ultimately is connected to user satisfaction. We inculcate our employees with the idea that learning to solve problems well is the absolute minimum requirement for success at Toyota. There is simply no way this can be learned in just a few days of training, which is why it is critical that we retain the OJT system." - Akio Matsubara, Senior Managing Director in charge of Human Resource Management Source: Akio Matsubara, "Special Committee for Management Innovation - Japanese Management " Illustration Credits: Toyota Motor Corporation #People #Culture #Toyota #ToyotaWay #Toyotaproductionsystem #Toyotamanagementsystem #TPS #TMS #Business #Management #Lean #Manufacturing #Discipline #Learning #ProblemSolving #HumanResources #Development

“Not My Job” ???? I am probably one of the few people on this planet ?? to have had the good fortune ?? of attending the much sought after Total Quality Management seminar in Shinjuku, Tokyo ???? JUSE seminar Twice! Yes, first in 2013 and then in 2016! Visited the Toyota factory ?? while there and in the Q&A session that they so meticulously organized with interpreters ??. Impressed by the figures ?? shown on the number of ideas ?? per employee per month to improve their plants’ products and services, one person from our group raised their hand ? to ask, “How do you incentivize your employees to give fresh ideas all the time?” After an initial bout of confusion ?? in trying to understand the question, our host promptly replied (with an innocent smile ?? on his face), “We don’t need to incentivize our people to ideate because they know it’s their job to do it.” That’s the culture Toyota has built over the years! The difference between “Quality and Innovation is not my job” to “Quality and Innovation is everyone’s responsibility.” Not sure how many companies out there can pride themselves with having reached there, but my experience tells me there aren’t many. Several, I am sure, are on the path and will get there eventually, but Toyota certainly shows the way, not only for manufacturing but for all industries ! ??? #LeanThinking?#Efficiency?#ContinuousImprovement?#Innovation?#BusinessStrategy?#businesstransformation #totalqualitymanagement #theprokaizenway

I remember the first time I read The Toyota Way by Jeffrey Liker. It was around 2008. Even though I worked in HR, I was fascinated by everything related to lean management and Japanese culture. Perhaps it's because I worked in the automotive industry for a Japanese corporation. However, my understanding of lean at that time was... limited. I was passionate about tools and the results of their application. During tours of our production plant, I proudly showed students one of our deep-drawing presses, emphasizing that we had managed to reduce machine setup time from two hours to less than 20 minutes. When I first read The Toyota Way, I tried to find descriptions of techniques and tools in it. It took me time to understand that lean is not about tools. Lean is about people growth and development. After 13 years since my first contact with the book, I reached for its second edition. This time, I wasn't looking for descriptions of techniques and tools. I wanted to deepen my knowledge of employee development and building a culture focused on continuous improvement. I wasn't disappointed. I recommend The Toyota Way by Jeffrey K. Liker to everyone, especially people responsible for learning and development. It's a must-have on your reading list. #leanmanagement #drogatoyoty #rozwojludzi #HR #motoryzacja" #toyotaway

The Power of Jishuken in the Toyota Way: A Journey of Continuous Improvement In the Toyota Way, Continuous Improvement, or "Kaizen," is advanced through a crucial practice known as "Jishuken". ? Jishuken, utilized by Toyota Industries Corporation (TICO), is designed to elevate the skills of Team Leaders and Managers in the Toyota Production System (TPS), fostering a culture of problem-solving and ongoing development. ? Between 2006 and 2010, I had the privilege of participating in Jishuken training, starting with my TPS Kaizen Trainee assignment at Toyota Logistics & Forklifts (Toyota L&F) in Takahama, Japan. I was also deeply involved in 12 Toyota Material Handling Manufacturing North American (TMHMNA) Jishuken events and served as a core member of Mr. Susumu "Sonny" Toyoda’s activities in North America. ? So, what is Jishuken? ? "Jishuken" translates to "self-study," reflecting a voluntary commitment to Kaizen and personal growth. Originating from "Toyota Production System Jishu Kenkyuu Kai," it emphasizes self-directed learning and active participation in improvement activities. For instance, during my first "Genchi Genbutsu" (go-and-see) visit to Toyota L&F, I wore an armband signifying my voluntary involvement. ? Jishuken embodies self-motivation and ownership, with "Jishu" focusing on study and skill development. As a Japanese sensei once shared with me: ? "I will take ownership to enhance knowledge and skill of TPS." ? Introduced in 1977 by Taiichi Ohno’s Operation Management Consulting Division (OMCD), Jishuken aimed to drive improvements in Quality, Cost, and Delivery (QCD) among Toyota’s key suppliers. My initial Jishuken event involved streamlining work at Takahama, underscoring the importance of relentless vigilance in improvement. ? In North America, Jishuken has evolved under Mr. Susumu "Sonny" Toyoda’s TMHMNA Jishuken Working Group. Jishuken continues to be a powerful tool for driving innovation and excellence. ? Please share your experiences and reflect on how Continuous Improvement has influenced your Quality journey! ? #Kaizen #ToyotaWay #ContinuousImprovement #TPS #Jishuken #Leadership

Taiichi Ohno was a Japanese industrial engineer and businessman, best known for his role in developing the Toyota Production System (TPS), which laid the foundation for Lean manufacturing. He was born on February 29, 1912, and worked at Toyota Motor Corporation where he implemented several key concepts that transformed manufacturing processes. Major contributions of Taiichi Ohno to lean process improvement and continuous improvement include: 1. Just-In-Time (JIT): Ohno was a major proponent of Just-In-Time manufacturing, which aims to reduce inventory costs by producing only what is needed, when it is needed, and in the amount needed. This approach minimizes waste and increases efficiency. 2. The 7 Wastes: Ohno identified seven types of waste (muda) in the production process: overproduction, waiting, transport, extra processing, inventory, motion, and defects. By focusing on eliminating these wastes, organizations can improve efficiency and effectiveness. 3. Kaizen: Ohno promoted the idea of continuous improvement through the Kaizen philosophy, which encourages employees at all levels to suggest and implement small changes to improve processes. 4. Value Stream Mapping: He emphasized the importance of understanding processes in detail to identify bottlenecks and areas for improvement, leading to the creation of value stream mapping as a tool for visualizing and optimizing workflows. 5. Standardized Work: Ohno advocated for establishing standard procedures for tasks to create a baseline for performance and to simplify training and improvement processes. 6. Autonomation (Jidoka): Ohno introduced the concept of autonomation, allowing machines to detect problems and stop automatically, which prevents defects and ensures quality at every stage of production. 7. Empowerment of Workers: One of Ohno's key beliefs was in the importance of involving and empowering workers in the process improvement journey, encouraging them to take ownership of their work and contribute to innovations. Through these contributions, Taiichi Ohno had a significant impact on manufacturing practices worldwide, shaping the Lean movement and fostering a culture of continuous improvement across various industries. His principles continue to influence modern operational management and efficiency strategies. #manufacturing #healthcare #LeanThinking #insurance #finance #LeanEntrepreneur #OperationalExcellence #SixSigma #FutureOfBusiness #BusinessStrategy

BECOME A LEARNING ORGANIZATION. ???? In an interview with the Lean Global Network Journal, Hideshi Yokoi, former Senior Management Director at Toyota Motor Kyushu, shared the importance of jishuken: “In Japanese, jishu-ken means ‘self-study.’ It’s a tool used to develop people’s capabilities at the gemba. Jishuken is reflection and learning. It’s a continuous activity, where teams come together multiple times to reflect on progress and drive ongoing improvement. By engaging in it, we aim to make important and sustainable changes to the production system.” Embrace reflection. Commit to learning. Build sustainable improvements. ?? #LeanLeadership #Lean #LeanSixSigma #AlwaysLearning #ContinuousImprovement #Findleansolutions

Learning about Japanese manufacturing practices can be incredibly valuable due to their reputation for efficiency, quality, and innovation. Follow the success of Japan, As we are excited to offer an opportunity to join us for our Japan Excellence Mission lean tour to elevate your TPM initiatives and delve deeper into the principles of Kaizen and Lean manufacturing. Scheduled from the 9th to the 15th of June 2024. Here's what you can expect from this enriching experience: ? Engage in a Dojo Workshop to immerse yourself in practical learning. ? Attend seminars and Kaizen training sessions led by esteemed ex-Toyota Motor Managers and Trainers. ?Acquire the skills necessary for managers and supervisors to execute Kaizen independently within your organization. ?Gain a comprehensive understanding of the Toyota Production System (TPS) and its principles. ?Learn how to apply Genchi Genbutsu principles to identify and eliminate MUDA, MURA, and MURI effectively. ?Experience and master the Kaizen technique through hands-on motion analysis. We're looking forward to your participation! https://lnkd.in/dfbmrWfk #lean #leansixsigma #sixsigma #leanmanufacturing #kaizen #continuousimprovement #projectmanagemen #qa #maintenance #qc #quality #qualitycontrol #qualityengineer #industrialengineering #marutisuzuki #apparelindustry #digital #manufacturing #industry50 #automation #excellence #operationalexcellence #leanmanufacturing #tvsmotorcompany #smartfactory #manufacturingindustry

A few days ago, I attended a webinar where Dr. Nishant Agrawal spoke about Kaizen, a Japanese term meaning “continuous improvement.” Intrigued by the concept, I dove deeper and discovered its applications beyond the workplace. What resonates with me most about Kaizen is its applicability through the Three E's: Everyone, Everyday, Everywhere. As I'm preparing for something, I’m realizing how important continuous improvement is in overcoming weaknesses and building confidence. By focusing on learning new things step by step, I feel more empowered and less intimidated by challenges. This gradual approach helps me tackle what once felt overwhelming, making me more comfortable and self-assured in my abilities. Whether it’s in our studies, at work, or in personal development, we can all benefit from this mindset. Let’s embrace the commitment to improve ourselves every day, in every way, for everyone! How can you implement continuous improvement in your daily routine? Would love to hear your thoughts! Ps- Thanks to Toyota Motor Corporation for introducing us to this term. #Kaizen #Continuousimprovement #Personaldevelopment #Growthmindset #Learningeveryday #Selfimprovement #Professionaldevelopment #Confidencebuilding

??Conducting TPS training for some of our newest team members. ?? Huge thanks to our awesome TPS trainers Aldi Dinoshi and Jonathan Galvan. My biggest feedback to our team members is to learn, grow and align the whole organization toward a common purpose that is bigger than just showing up at work. Understanding your role with the company and work to bring the company to next level will give you a more positive and fulfilled work life. ??The Toyota Production System (TPS), which is based on the philosophy of the complete elimination of waste in pursuit of the most efficient methods, has roots tracing back to the automatic loom invented by Sakichi Toyoda, the founder of the Toyota Group. ??It is based on the premise of making work easier for workers. The objective is to thoroughly eliminate waste and shorten lead times to deliver vehicles to customers quickly, at a low cost, and with high quality. #toyotalogistics #tlslongbeach #toyotatps #toyotaproductionsystem