Building Operational Excellence through Lean TPS 5S Thinking
David Devoe
With 10 years at Toyota and extensive TPS experience, I provide Lean TPS Basic Training to empower teams with the principles of continuous improvement, operational excellence, and respect for people.
David Devoe | [email protected] | ? 2024 David Devoe. All rights reserved.
Introduction
Purpose and Significance of Lean TPS "In recent years, “Lean” has gained popularity across industries, often with diverse interpretations that stray from its origins in the Toyota Production System (TPS). Lean TPS (the true TPS) reclaims the genuine principles of TPS, integrating continuous improvement with a deep Respect for People, focused on sustainable growth and operational excellence. Unlike modern adaptations that prioritize short-term gains, Lean TPS is a framework for sustainable improvement, designed to benefit every level of the organization, from frontline workers to executives.
This white paper introduces Lean TPS as an authentic, foundational approach to continuous improvement rooted in Kaizen (continuous improvement), Respect for People, and waste elimination. By returning to Toyota’s core philosophies, Lean TPS provides a pathway to operational excellence and quality aligned with Toyota’s original vision. This document explores Lean TPS principles, practical applications, and the reclaiming of these principles as benchmarks for quality and operational excellence in today’s business landscape.
Definition of Lean TPS (the true TPS): A systematic approach to identifying and eliminating waste
Overview of My Lean TPS 5P Model Integrating TPS 5P Model with The Toyota Way 4P Model
The TPS 5P Model and The Toyota Way 4P Model are complementary frameworks that support Lean TPS practices within an organization. These models emphasize a structured approach, aligning processes with philosophy and fostering a culture of continuous improvement.
The Lean TPS 5P Model
The TPS 5P Model organizes Lean TPS into five core components:
1.???? Purpose – Aligns all activities with customer needs and organizational goals, defining the “why” behind each task to ensure every action contributes to overarching objectives.
2.???? Process – Focuses on standardized workflows
3.???? People – Recognizing people as central to success, Lean TPS emphasizes engaging employees directly at the Gemba
4.???? Performance – Involves tracking key metrics such as quality, safety, and efficiency. This ensures that outcomes consistently reflect Lean TPS values, and that performance aligns with organizational standards.
5.???? Perfection – Lean TPS promotes continuous improvement through Kaizen
The Toyota Way 4P Model
The Toyota Way 4P Model, developed by Jeffrey K. Liker, outlines four pillars that reflect Toyota’s guiding principles:
1.???? Philosophy – Emphasizes long-term thinking and sustainability, reinforcing the importance of decisions that benefit the company and society over time.
2.???? Process – Highlights building efficient processes to produce high-quality results, reflecting Lean TPS’s focus on streamlined workflows and waste elimination.
3.???? People & Partners – Focuses on teamwork, respect, and the development of individuals, cultivating a culture where employees and partners contribute directly to achieving excellence.
4.???? Problem-Solving – Encourages addressing root causes through structured methodologies like the 5 Whys and PDCA (Plan-Do-Check-Act), supporting a learning culture that continuously seeks improvements.
The Toyota Way 4P Model - Reflecting Toyota’s guiding principles of philosophy, process, people, and problem-solving. The TPS 5P Model and The Toyota Way 4P Model are complementary frameworks that support Lean TPS practices within an organization. These models emphasize a structured approach, aligning processes with philosophy and fostering a culture of continuous improvement.
Both models underscore the structured, disciplined approach of Lean TPS, integrating values like Respect for People and Kaizen into daily operations. Together, the Lean TPS 5P Model and The Toyota Way 4P Model reinforce the importance of systematic processes, empowered teams, and a commitment to continuous improvement, positioning Lean TPS as a sustainable, people-centered system for operational excellence.?
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The Lean TPS 5P Model: A Comprehensive Framework for Lean TPS Principles
The 5P Model serves as a comprehensive framework to implement Lean TPS principles, with each component reinforcing foundational TPS values:
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My Lean TPS 5P Model: A Structured Approach to Excellence
A cohesive framework for sustainable excellence, focusing on Purpose, Process, People, Performance, and Perfection to drive continuous improvement and respect within the organization.
The 5P Model Breakdown
Each component of the 5P Model supports a comprehensive approach to operational excellence in Lean TPS:
1.???? Philosophy: This foundational principle establishes values that guide all Lean TPS decisions, prioritizing sustainability, Respect for People, and a commitment to continuous improvement. Philosophy ensures that all actions within Lean TPS align with long-term goals and the well-being of employees, creating a workplace culture that upholds Toyota’s core values.
2.???? Process: Lean TPS emphasizes creating waste-free, standardized workflows that deliver consistent value to customers. By defining clear steps, maintaining quality standards, and eliminating inefficiencies, the Process component supports predictable outcomes, improves productivity, and reduces variability across all functions. Standardized processes are critical to achieving reliable, repeatable results.
3.???? People & Partners: Recognizing people as central to Lean TPS, this component focuses on fostering mutual respect
4.???? Problem Solving: Structured problem-solving
5.???? Progress: To sustain achieved gains, Lean TPS continuously measures progress, monitors performance, and refines processes over time. Progress is tracked using key metrics that reflect Lean TPS values—quality, safety, efficiency, and employee satisfaction. This component ensures that improvements are maintained and contribute to the long-term resilience and growth of the organization.
The Foundation of My Lean TPS 5S Thinking
Inspired by Ford’s CANDO System
Henry Ford’s pioneering work in manufacturing efficiency laid the groundwork for principles that would later evolve into Lean. Ford’s CANDO system—Cleaning up, Arranging, Neatness, Discipline, and Ongoing improvement—focused on cleanliness, organization, and discipline. These values resonated with Toyota’s early production thinkers, inspiring Toyota to adapt and develop its own 5S Thinking within the Toyota Production System (TPS), transforming CANDO into a more structured, culturally integrated system.
The Origins of 5S Thinking in Toyota
Building on Ford’s foundation, Toyota’s 5S principles—Sort, Set in Order, Shine, Standardize, and Sustain—became central to Lean TPS. Designed not only to organize the workplace, but these principles also instill a disciplined approach supporting continuous improvement and reflecting Toyota’s commitment to Respect for People. Over time, this foundation evolved into My Lean TPS 5S Thinking, a structured, principle-driven approach focused on creating a high-quality, safe, and efficient work environment.
My Lean TPS 5S Thinking: A Structured Approach to Operational Excellence
My Lean TPS 5S Thinking extends beyond a sequence of organizational steps; it represents an integrated system that aligns seamlessly with organizational culture, delivering sustainable benefits that empower employees and elevate operational standards. Rooted in foundational Lean principles, this approach is adaptable to real-world needs, fostering a disciplined, supportive environment that cultivates continuous improvement.
Toyota’s 5S practices—Sort, Set in Order, Shine, Standardize, and Sustain—serve not only to organize the workplace but also to instill discipline that supports continuous improvement and respect for every worker. Over time, this evolved into My Lean TPS 5S Thinking, a structured, principle-driven approach to creating a high-quality, safe, and efficient work environment.
The Foundation: The First 3S’s
The initial 3S’s—Sort, Set in Order, and Shine—are foundational elements in My Lean TPS 5S Thinking. Together, these steps emphasize removing unnecessary items, organizing tools and materials for optimal efficiency, and maintaining cleanliness throughout the workspace. Intentionally grouped, these practices create a standardized environment essential for streamlined workflows, minimized distractions, and a culture of continuous improvement.
Their simplicity and effectiveness make these steps ideal for introducing employees to Lean TPS principles, enabling seamless adoption and consistent application. As employees engage in these basics, they not only enhance their immediate workspaces but also gain a solid understanding of the disciplined approach that defines Lean TPS.
Building on the Foundation: The Last 2S’s
Following the foundational 3S’s, Standardize and Sustain solidify the progress achieved by the initial steps, advancing My Lean TPS 5S Thinking beyond basic organization. Standardize establishes consistent practices across the organization, embedding Lean TPS principles into daily operations, while Sustain reinforces discipline within the workforce to continuously uphold these standards over time.
These steps foster a sense of ownership and responsibility, encouraging employees to take an active role in maintaining a clean, efficient, and disciplined work environment. Through dedicated coaching and mentoring, My Lean TPS 5S Thinking promotes deep employee engagement, helping individuals internalize these principles as part of their daily routines. This structured approach to quality training goes beyond procedural instruction, equipping employees with the mindset, understanding, and commitment essential for sustaining long-term operational excellence.
The Addition of the 6th S: Safety
In My Lean TPS 6S Thinking, Safety is introduced as the 6th S, transforming Lean TPS 5S Thinking into a holistic approach that prioritizes employee well-being. Safety goes beyond a simple add-on; it embodies a Respect for People philosophy, ensuring that all improvements are made with a firm commitment to employee welfare. This addition elevates the organization to a “Highest Quality Safety” standard—a workplace where respect and care for workers are integral to all operations.
The formula 5S + 6th S = Respect for Workers and Highest Quality Safety captures the essence of My Lean TPS approach. Once Safety becomes fully integrated, maintaining 5S standards can take as little as five minutes at the end of a shift, demonstrating how straightforward it is to sustain a culture of My Lean TPS 5S Thinking. The 6th S instills a Safety Mindset that permeates every task, tool, and process, ensuring alignment with the highest standards of respect, quality, and operational integrity.
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The Lean TPS 5S system embodies a strong focus on eliminating muda (waste), which is essential for achieving profitability through disciplined organization. The first two elements—Sort and Set in Order—are particularly effective in identifying and removing unnecessary items, and establishing efficient workflows that form the foundation for sustainable profit generation.
Foundational Knowledge: Insights from Senior Toyota Advisor Mr. Sadao Nomura
The principles of My Lean TPS 5S Thinking are deeply rooted in the teachings of senior Toyota experts, including Senior Advisor Mr. Sadao Nomura. His guidance provided critical insights into waste elimination and disciplined organization within the Toyota Production System (TPS), directly shaping this approach.
Mr. Nomura’s method emphasized 2S Thinking—Sort and Set in Order—as the core of effective waste elimination, or muda reduction. His approach extended beyond basic tidiness to foster genuine organization, ensuring every item in a workspace has a designated purpose and place. Sort involved a critical examination of each item’s role in the workspace, removing anything unnecessary to create an environment that supports efficiency and clarity. Set in Order established defined locations for each essential item, promoting smooth workflows and a safer, more accessible workspace.
According to Mr. Nomura, 2S Thinking aimed to create a disciplined environment where continuous improvement was both natural and sustainable. This waste elimination approach reduced hidden inefficiencies, allowing abnormalities to surface quickly and enabling proactive solutions instead of temporary fixes.
Extending 2S to 5S – Establishing My Lean TPS 5S Thinking
Building on Mr. Nomura’s foundational principles, My Lean TPS 5S Thinking expands 2S into a comprehensive system that emphasizes long-term improvement across all operations. The first three steps—Sort, Set in Order, and Shine—form a robust framework for waste elimination, streamlined workflows, and consistent cleanliness. Together, these steps create a structured foundation essential for efficient operations and safe, organized workspaces.
To ensure these gains are sustained, Standardize and Sustain were incorporated as essential steps. Standardize promotes consistency across shifts and departments, embedding 5S practices into daily routines, while Sustain fosters a culture where these practices become second nature. Together, these two steps ensure that the principles established by Sort, Set in Order, and Shine are consistently maintained, making waste elimination a continuous, natural process.
Why 5S Thinking is Critical to Lean TPS
5S Thinking is central to Lean TPS, providing a structured, repeatable process for systematically eliminating waste. By implementing 5S, organizations can create orderly workspaces where unnecessary items are removed, tools are organized, and cleanliness is maintained. This disciplined approach supports continuous improvement, efficient workflows, and a culture of safety.
Implementing Lean TPS 5S in Practice
Implementing Lean TPS 5S Thinking begins with foundational steps that engage employees and establish a base for continuous improvement. One of the core entry points in this journey is the Red Tag Process—a structured approach to identifying unnecessary items in the workspace. By tagging items that are not immediately needed, employees cultivate a mindset focused on waste elimination and efficient organization. This process clears both physical and mental space, paving the way for a streamlined and disciplined environment where each subsequent 5S step builds upon a clean, purposeful foundation.
Red Tag Process
The Red Tag Process is a critical tool within My Lean TPS 5S Thinking, enabling teams to efficiently identify and remove unnecessary items from the workspace. By tagging items that are not needed for immediate operations, the Red Tag Process helps clear space, improve workflow, and set the foundation for a more organized and functional environment.
The process begins with teams assessing all tools, machines, materials, and inventory within the workspace. Items that are redundant, outdated, or infrequently used are carefully reviewed and marked for further evaluation. Each identified item receives a Red Tag, categorizing it for action and recording essential information such as the item’s description, reason for tagging, and recommended action—whether it should be discarded, relocated, or held for further review.
After tagging, items are evaluated by team members or leadership for final disposition, ensuring that only necessary items remain in the workspace. This process not only improves efficiency but also simplifies access to essential tools and materials, reinforcing a well-organized environment.
The Red Tag Process embodies Lean TPS’s commitment to eliminating waste (muda) by creating a clutter-free workspace. By systematically clearing out unnecessary items, Lean TPS 5S Thinking promotes an organized and streamlined environment that emphasizes safety, efficiency, and respect for the workers’ surroundings.
Transformation Through My Lean TPS 5S Thinking: The Weld Cell Before and After
Before: At Toyota BT Raymond, the weld cell area faced multiple challenges due to disorganization, lack of visual controls, and an absence of designated home locations for tools and materials. Items were scattered, leading to increased search times and potential safety hazards. Traditional, opaque weld curtains obstructed visibility,
Real-time production metrics, displayed with clear visual controls, supporting efficient workflow adjustments. The Andon board announces overtime, provides production targets, and tracks progress, reinforcing Lean TPS’s commitment to transparency and responsiveness.
In My Lean TPS 5S Thinking, sustainability is rooted in a strong foundation of Standardization. For 5S practices to become an integral part of daily operations, they must be consistently applied across all work areas. Standardization provides clear, uniform practices that ensure alignment with 5S principles across shifts, teams, and departments. By utilizing standardized checklists, visual guides, and defined procedures, each team gains a clear understanding of how to maintain their workspace, creating a reliable baseline for quality and order.
Once Standardization is established, Sustain strengthens these practices by embedding them into the organizational culture. Regular 5S Evaluation & Scoring supports adherence to these standards, utilizing a structured approach with 20 specific criteria to measure consistency. Each criterion is scored on a straightforward 5-point scale, resulting in an overall score out of 100. This scoring system allows teams to assess and track their progress effectively.
Communication Boards play a crucial role in reinforcing this process. By publicly displaying 5S scores, Communication Boards provide real-time feedback, promoting transparency and accountability within the team. This visibility encourages employees to actively maintain and enhance their workspaces, fostering a sense of collective responsibility in upholding 5S standards. Over time, the regular display of scores on Communication Boards establishes 5S Thinking as a daily practice, reinforcing the organization’s commitment to a disciplined, efficient, and high-performing environment.
Through the structured combination of Standardize and Sustain, My Lean TPS 5S Thinking evolves from a set of practices into a cultural mindset. This approach continuously enhances productivity, quality, and safety, ensuring that Lean TPS principles are fully integrated into the fabric of the organization’s culture.
Benefits and Impact on Productivity and Quality
The impact of 5S Thinking on productivity and quality is substantial. Standardized, organized environments reduce time spent searching for tools, enhance safety, and improve overall efficiency. Aligned with Toyota’s Respect for People principle, 5S Thinking creates a safe, supportive environment that empowers workers to perform at their best, reinforcing the organization’s commitment to operational excellence.
Red Tag Process
The Red Tag Process is a critical tool within My Lean TPS 5S Thinking, enabling teams to efficiently identify and remove unnecessary items from the workspace. By tagging items that are not needed for immediate operations, the Red Tag Process helps clear space, improve workflow, and set the foundation for a more organized and functional environment.
In this process:
The Red Tag Process embodies Lean TPS’s commitment to eliminating waste (muda) by creating a clutter-free environment. By systematically clearing out unnecessary items, Lean TPS 5S Thinking promotes an organized, streamlined workspace that emphasizes safety, efficiency, and respect for the workers' environment.
Kaizen: The Core of Continuous Improvement
The Kaizen Mindset and Cultural Integration In Lean TPS, Kaizen embodies a steadfast commitment to continuous, incremental improvement, deeply embedded within the organization’s culture. This mindset fosters a resilient, adaptive workplace where small, daily changes accumulate into significant long-term advancements. Leadership plays a pivotal role in establishing and nurturing this culture by actively guiding and supporting Kaizen activities, such as Jishuken (self-study groups), which empower employees to collaboratively address challenges, innovate, and refine processes.
Through direct engagement at the Gemba (the actual workplace), leaders ensure that Kaizen principles are not only communicated but ingrained into daily operations. This leadership-driven approach builds a foundation of sustainable success, where employees are encouraged to identify and implement improvements in real time, fostering a culture of ongoing enhancement.
Visual Description: In this image, David Devoe leads Lean TPS Basic Training, with results from Lean TPS Jishuken activities prominently displayed on the wall behind him. Standing alongside David is Mr. Sadao Nomura, with Mr. Susumu Toyoda positioned just behind Nomura to the right, and Seiji, a Toyota colleague, is also present. This gathering underscores the hands-on role of leadership in Kaizen, highlighting how real-time guidance and active involvement promote Lean TPS principles and continuous improvement.
Leadership and Cultural Integration
In Lean TPS Thinking, effective leadership serves as the keystone that harmonizes People, Process, and Technology. By prioritizing people and embedding continuous improvement through structured processes, leaders create a culture rooted in respect and efficiency. This balanced approach ensures that technology enhances human potential rather than overshadowing it. This framework supports a holistic system where leadership drives sustainable improvement, fostering a cohesive, adaptive environment that continuously meets evolving demands in pursuit of operational excellence.
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The Evolution of Problem-Solving in TPS
Lean TPS problem-solving integrates robust tools like 5 Whys and PDCA (Plan-Do-Check-Act) to pinpoint root causes and implement sustainable improvements. This structured approach fortifies operational resilience, allowing teams to systematically address challenges, refine solutions, and continuously improve practices.
Benefits of Lean TPS Implementation Implementing Lean TPS enhances operations, safety, and environmental impact through a people-centered framework focused on quality and efficiency:
With a strong focus on continuous improvement and operational discipline, Lean TPS positions organizations for sustainable success, building resilient systems centered on people, quality, and efficiency.
Summary Statement The Toyota Production System (TPS) is a classic example of the Kaizen approach to productivity improvement. Wherever human motion is involved, TPS philosophies, methods, tools, and techniques create a culture of continuous improvement in manufacturing and service organizations. Known more generically as Lean TPS, this approach enhances quality, reduces production time, and cuts costs by eliminating waste (muda).
What is Lean TPS? By eliminating waste, Lean TPS improves quality, reduces production time, and minimizes costs. TPS tools include Kaizen (constant process analysis), Kanban/JIT for pull production, and Poka-Yoke (mistake-proofing). As a management philosophy, Lean TPS also emphasizes creating a better workplace through Toyota’s principle of Respect for Humanity.
Conclusion Reclaiming TPS Principles in Modern Practice Lean TPS (the true TPS) reclaims Toyota’s original production principles, positioning 5S Thinking, Kaizen, and Respect for People as the foundation for operational excellence. This white paper highlights Lean TPS as a model for sustainable improvement and a disciplined, respectful work culture. Designed as a legacy approach, Lean TPS guides organizations toward resilience, efficiency, and impactful improvement by returning to Toyota’s foundational values.
Trademark Note Lean TPS 5S and Lean TPS Jishuken are trademarked approaches, ensuring adherence to the foundational principles of the Toyota Production System (TPS).
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4 个月Lean es la interpretación americana del sistema de producción de Toyota y no, no es lo mismo.
Enabling all employee ?????????????????? ???????????? to apply ‘?????????? ???????????????? ?????????? ??????’. A method for problem solving throughout any organisation. Everyday : Everybody : Everywhere ~ That’s Kaizen!
4 个月Be reminded that ~80% of the global business processes and jobs are not in manufacturing. A culture of holistic Continuous Improvement should be embedded throughout the entire enterprise - all functions - all employees. That’s the goal for any organisation.