Review

1
Review

• Grades assignments, submit questions, write
  what you learned that can be applied
• Write ten possible goals, ten possible career
  objects pick one the Harada process
• Research Best of Japan discuss and present your
  learning
• Learning how to see exercise team exercise -
  take pictures
• Video If Japan Can do it why cant we.
• A History Lesson

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Goals for the Course

• Help you succeed in in Life
• Learn how to see with new ideas
• Use Japan as a model for Americas success
• Understand the importance of vision, mission and
  values
• Know how to do Kaizen
• Understand quality, lean language and tools

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Wastes

• Inventory
• Motion
• Waiting
• Transportation
• Defects
• The process itself
• Overproduction
• Underutilization of peoples talents
• Managers resistance to change

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Lean Terms

• 3 Ds - Dirty, Dangerous, Difficult
• 3 Gen - Gemba, Gembutsu, Genjitsu
• 4 Ms -
• 5 Whys
• 5 S
• 7 Basic QC tools
• 7 Wastes 2 (underutilization of peoples
  talent and managers resistance to change)
• A3 Report
• Andon
• Cellular manufacturing
• Chaku-chaku
• Gemba
• Hanedashi
• Heijunka
• Hoshin Kanri
• Jidoka
• Just in Time (JIT) - Lean - TPS
• Kaikaku
• Kaizen

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Japanvs USAa Debate

• Management style
• Employee involvement
• Teams
• Job enrichment
• Principles of democracy at work

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• Curtis Leroy saw an ad in the Starkville
  Daily News Newspaper in Starkville, MS. and
  bought a mule for 100. The farmer agreed to
  deliver the mule the next day. The next morning
  the farmer drove up and said, "Sorry, fellows, I
  have some bad news, the mule died last night. -
  Curtis Leroy replied, "Well, then just give us
  our money back.."??The farmer said, "Can't do
  that. I went and spent it already. They said,
  "OK then, just bring us the dead mule. The
  farmer asked, "What in the world ya'll gonna do
  with a dead mule? Curtis said, "We gonna raffle
  him off. The farmer said, "You can't raffle off
  a dead mule! Leroy said, "We shore can!  Heck,
  we don't hafta tell nobody he's dead!"??A couple
  of weeks later, the farmer ran into Curtis
  Leroy at the Piggly Wiggly  grocery store and
  asked. "What'd you fellers ever do with that
  dead mule? They said,"We raffled him off like we
  said we wuz gonna do. Leroy said,"Shucks, we
  sold 500 tickets fer two dollars a piece and made
  a profit of 898."??The farmer said,"My Lord,
  didn't anyone complain?"  Curtis said, "Well, the
  feller who won got upset. So we gave him his two
  dollars back." ????

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You have choice the Cricket or the Hippo
You think you have problems
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Oops
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Your Teacher
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Practitioners of personal mastery exhibit the
following characteristics They have a sense of
purpose that lies behind their goals Their
vision is more like a calling than a good idea
They see current reality as an ally, not an
enemy They are committed to seeing reality
increasingly accurately They are extremely
inquisitive They do not resist, but work with,
the forces of change They feel connected to
others and to life itself From
Karen Dawson
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Everyday you want to look for opportunities to
improve.
Finding wastes
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The Time Line
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Ishikawa
Deming
Juran
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Taylor Gilbreths
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Henry Ford

• Today and Tomorrow
• Assembly line
• 4 days to make a car
• Focus on cash not inventory
• Doubled wages
• No inspection at the end of process

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The Amazing Masters

• Taylor and Gilbreith
• Henry Ford
• Dr. Shigeo Shingo
• Taiichi Ohno
• Dr. Kaoru Ishikawa - TQC (TQM - Six Sigma), QCC
• Dr. Ryuji Fukuda - CEDAC, X-type matrix
• Dr. Yoji Akao - Hoshin, QFD, A3
• Dr. Louis E. Davis - Socio-Technical Design
• Dr. W. Edwards Deming - Wheel, 14 points

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Dr. W. Edwards Deming

• Father of Continuous Improvement

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APICS ConferenceDr. Shigeo Shingo
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Taiichi Ohno
Kaikaku
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The 'Thinking Production System.' Ohnos Circle

• he taught us how to think. Mr. Ohno often would
  draw a circle on the floor in the middle of a
  bottleneck area, and he would make us stand in
  that circle all day long and watch the process.
  He wanted us to watch and ask 'why?' over and
  over. He never gave us answers. Most of the time
  he wouldn't even tell us if what we did was good
  or bad. Now I realize what Mr. Ohno was trying to
  do. He was trying to make us think deeply -- and
  think for ourselves. T. Minoura, President and
  CEO, Toyota Motor Manufacturing North America,
  Inc.,

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"When I was younger I was looking for this magic
meaning of life. It's very simple now," she
says. Making the lives of others better, doing
"something of lasting value, that's the meaning
of life, it's that simple." Temple Grandin
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• Do you have clear goals for the organization
  communicated to all employees?

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• How can everyone be empowered, feel a sense of
  ownership and share in the companys success?

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• With everyone participating our goals are to
  deliver perfect quality to our customers

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• We want to develop long term beneficial
  relationships with our suppliers.

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• At all levels, everyone should be involved in
  continuous improvement activities every single
  day.

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• If all employees are learning and growing every
  day, competition will be only a figment of our
  imagination.

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• The leaders select the music, set the tone and
  insure that everyone is on board at every moment.

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• Ask your associates what they fear and then do
  whatever is necessary to get rid of it.

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• Find ways to open communications between
  suppliers, customers and all employees.

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• Value is placed on doing and demonstrating.

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• The method is balancing technology with peoples
  needs and aspirations and eliminating those
  non-value adding wastes.

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• Why come to work if it is not joyous?

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• Ask and plan now for an ongoing continuous
  educational process to help everyone become the
  best that they possibly can be.

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• Ask Dr. Shingo would always say,
• DO IT!

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Olny srmat poelpe can raed tihs.  I cdnuolt
blveiee taht I cluod aulaclty  uesdnatnrd waht I
was rdanieg.  The phaonmneal pweor of the hmuan
mnid, aoccdrnig  to a rscheearch  at Cmabrigde
Uinervtisy, it deosn't mttaer in waht oredr the
ltteers in a wrod are, the olny iprmoatnt tihng
is taht the frist and lsat ltteer be in  the
rghit pclae. The rset can be a taotl mses and you
can sitll raed it wouthit a porbelm.   Tihs is
bcuseae the huamn mnid deos not raed  ervey
lteter by istlef, but the wrod as a wlohe..
Amzanig huh? yaeh and  I awlyas tghuhot slpeling
was ipmorantt! if you can raed tihs psas it on
!!   
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For Week Three

• Learn the terms (teams) in teams - start
  presenting terms
• Read Case Study Leaders vs. managers
• Case study - Leading versus managing be
  prepared to talk on two differences
• Research vision, mission, values and principles
  (in teams) starting your own organization
• Differences between Japanese and US leadership
  a debate