The Learning to See Training Course is comprised of supplemental resources and materials for additional background and more in-depth explanations. You will find the links below, for your reference: The Focal Points for Implementing a LEAN Business System In order to establish a LEAN Business System, there are five (5) Focal Points that require a […]
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Respect for People aims to achieve trust and mutual understanding. It is also the responsibility to combine the power of individual employees… Toyota refers to “this attitude as regarding people’s ability to think most”. The Toyota Production System (TPS) House Introduction: Business System The Foundation: Stability and Standardization The First Pillar: Jidoka The Second Pillar: JIT
Develop the Organizational Capabilities Learn more about this Balanced Approach element, along with the Primary Objective, as well as the Overall Benefit and Results: Our Balanced Approach for Implementation Mechanical Tools Management System Human Aspects LEAN Culture
Our Balanced Approach focuses on each of the individual elements, as well as their interdependence on one another in order to have a more holistic approach to changing your Organizational Culture. Combined with implementing the Focal Points of a LEAN Business System, your organization will establish a long-term Roadmap to drive your desired results. Moreover,
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Review our 1-Page, Quick Reference Guide explaining Our Balanced Approach for Implementation. Our Balanced Approach for Implementation Mechanical Tools Management System Human Aspects LEAN Culture
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Questions to think about and reflect upon, so you may develop your own Lessons Learned. Reflection Question, Instructions Think through these questions as it pertains to your own current situation, and write down your answers. Also spend some time beyond a few minutes, and consider the implications and application across multiple scenarios. Finally, discuss these
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Most LEAN programs fail to sustain and achieve long-term results – sound familiar? The simple answer has to do with little to no focus on implementing the complete LEAN Business System. And in order to implement this, your program must have a balanced approach with three (3) core elements: 1) the Mechanical Tools; 2) the
Our Balanced Approach for Implementation Read More »
Most LEAN programs fail to sustain and achieve long-term results – sound familiar? The simple answer has to do with little to no focus on implementing the complete LEAN Business System. And in order to implement this, your program must have a balanced approach with three (3) core elements: 1) the Mechanical Tools; 2) the
Our Balanced Approach for Implementation Read More »
Leadership within the context of the Toyota Production System (TPS) or the LEAN Business System [1] follows traditional leadership and management practices. However, there are additional LEAN implementation and application responsibilities that hold greater emphasis for LEAN Leaders on what the core management behaviors are. LEAN Leaders are Distinguished by Their Emphasis on Core Management
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Employee responsibilities within the context of the Toyota Production System (TPS) or the LEAN Business System [1] follows traditional job responsibility practices. However, there are additional LEAN implementation and application responsibilities that hold greater emphasis for LEAN Practioners on what the core behaviors are. LEAN Practioners are Distinguished by Their Emphasis on Core Behaviors to
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Developing people is key to achieving sustainability of your desired results through LEAN implementation and application, so that is why leadership involvement [1] is an important aspect of the LEAN Business System. [2] A critical responsibility of this involvement is coaching, and the Mentor/Mentee relationship. Developing People Through Coaching is Key to achieving Sustainability of
