This month I am putting together the final touches in preparation for my trip to Japan in April 2018, attending the “Japan Lean Experience” with my colleagues from Tokyo .
This will be my fourth week long homage to the spiritual home of Kaizen and Lean thinking, and I will be traveling with a small band of brothers from NZ seeking inspiration from the world’s leading practitioners of Lean Management.
Our variety of factory tours provide a perfect combination of education, exposure to best-in-class Lean practices, unique relationship building, in-depth tours, interactive discussion, and comfort.
In addition to the formal tours, there will be time to take in some sights and experience Japan culture and of course a ride on the bullet train!
The Shinkansen, or Bullet Train cruises at between 280-320KPH and is one of those experiences that is not to be missed. I confess that this for me is one of the highlights, and epitomizes what Japan is all about, efficient, reliable, high quality and on time!
Of course, we have the home of 5S, with everything in it’s place, and a place for everything, there is so much inspiration in their factories, offices and even around town!
Japan also has history and culture by the bucket load and there are some amazing things to see and visit whilst you make your way around.
I’ll be adding a few extra days to the tour and our group will take in some of the sights. A personal favourite is Kyoto, the ancient capital, and a deeply religious place.
It is also a place that brings home some of the things that mankind is not so proud of, the atomic bomb. I recommend a visit to Hiroshima for a poignant reminder of the horror of war and devastation it brings.
Finally, there’s plenty of great food to try and taste. I am pleased to announce that Japan has pizza and pasta and Hagen Daas ice cream, but the local cuisine is very special and well worth a try!
We are in the early stages of lining up a great selection of key note speakers and stream activities including additional speakers and workshop activities to make the day informative, engaging and fun. Our current line up includes:
Dr Morgan Jones – Commonwealth Bank of Australia
Paul Salmon – Lean IT
Chris Till – HR Institute NZ
Farah Palmer – Former Captain, Black Ferms
Adam Bentley – Countdown Supermarkets
Rob McGee – Auckland Leisure
We are finalising the full programme this month and aim to have the full details ready in early March.
So mark the diary and join us on the 30th August to join the throng!
Lean thinking is a powerful method that allows organizations to improve the productivity, efficiency and quality of their products or services. Achieving these benefits requires good teamwork, clear communication, intelligent use of resources and a commitment to continuous improvement.
This 2006 book shows how lean thinking can be applied in practice, highlighting the key challenges and pitfalls. The authors, based at a leading centre for lean enterprise research, begin with an overview of the theory of lean thinking. They then explain the core tools and techniques and show how they can be applied successfully. The detailed implementation of lean thinking is illustrated by several case studies, from a range of industries, in which the authors had unprecedented access to the management teams. With its focus on implementation and practical solutions, this book will appeal to managers at all levels, as well as to business students and researchers in lean thinking.
This text examines the competitive advantage for manufacturing and service companies achieveable through forging innovative relationships with suppliers. This text contains international examples and outlines methods, tools and techniques for managers to implement supplier development strategies. Cases include Marks & Spencer, Mercedes, Digital, Harley Davidson and Motorola.
The Lean Enterprise is an in-depth study of what it is to be lean, and how to do it. In a lean enterprise, management fuses the core competencies and expertise of the company and its external partners, and focuses on a vital few “strategic processes, ” with the goal of delivering superior value to customers.
The Lean Enterprise presents this groundbreaking system through the recent and often radical experiences of Western firms facing swift and aggressive competitors in the global economy. With years of research and observation behind them in the United States, Europe, and Japan, authors Dan Dimancescu, Peter Hines, and Nick Rich offer a multidimensional view into the implementation of strategic processes. The Lean Enterprise makes a strong case for implementation of the three-tier system by companies of any size.
Backed by their research at the Cardiff Business School’s Lean Enterprise Research Center, the authors highlight several unique British firms whose implementation of the system speaks to the rapid and dynamic evolution of the Welsh and English economies.
This book is aimed at any manager interested in sustaining growth within their industry. They define “lean thinking” as the elimination of unnecessary waste in business, and by outlining the principles and applications of this, they link their theories to value for the customer.
Womack and Jones demonstrate the effectiveness of their approach through their research in both the U.S. and Europe. Citing examples from both simple and complex manufacturing processes, and from traditional technologies to high-tech companies, they show how their theories have been put into action.
Based on the belief that companies should compete against perfection rather than each other, Lean Thinking provides a valuable new insight into methods of production management. And by applying the theories outlined in this book, managers across all sectors of the economy will be able to reduce waste and increase profitability.
The Machine That Changed the World: The Story of Lean Production– Toyota’s Secret Weapon in the Global Car Wars That Is Now Revolutionizing
Based upon MIT’s five-million-dollar, five-year study on the future of the automobile, a groundbreaking analysis of the worldwide move from mass production to lean production”.The fundamentals of this system are applicable to every industry across the globe…[and] will have a profound impact on human society–it will truly change the world”. “–New York Times Magazine”.
The ability to bring new and innovative products to market rapidly is the prime critical competence for any successful consumer-driven company. All industries, especially automotive, are slashing product development lead times in the current hyper-competitive marketplace. This book is the first to thoroughly examine and analyze the truly effective product development methodology that has made Toyota the most forward-thinking company in the automotive industry.
Winner of the 2007 Shingo Prize For Excellence In Manufacturing Research.
In The Toyota Product Development System: Integrating People, Process, and Technology, James Morgan and Jeffrey Liker compare and contrast the world-class product development process of Toyota with that of a U.S. competitor. They use extensive examples from Toyota and the U.S. competitor to demonstrate value stream mapping as an extraordinarily powerful tool for continuous improvement.
Since The Machine that Changed the World (1991) defined lean production (based on the model of the Toyota Production System) as the next new paradigm of management since the mass production revolution, lean has spread from automotive, to the rest of industry globally, to defense, to financial services, to government, to health care, and more. As it expanded globally we have learned to think more deeply about lean as a way of linking a company’s business strategy to operational excellence through a culture of continuous improvement. Lean organizations constantly surface problems, find the root cause (Plan), attempt countermeasures (Do), check what happened, and act on what they learned (PDCA). The role of leadership in a lean organization is to live the values, show the way, and develop others to improve processes using PDCA through daily coaching.
Unfortunately, there is no quick-fix recipe to transform leaders from a short-term focus on quarterly returns to a long-term focus on developing people to achieve operational excellence. The typical leader is almost 180 degrees away from a model of lean leadership. Changing values and leadership behavior is every bit as challenging as trying to convince overweight people to change their lifestyle to healthy eating and regular exercise.
They must want it badly and transform themselves. Leaders that succeed in changing themselves to lead, teach, and coach on the long-term journey to continuous improvement throughout the organization will change the game in their industry. In this book we define a model of lean leadership based on Gary’s 25 years of experience with NUMMI, Toyota, and then as CEO of Dana and Jeff’s 30 years of deep study of Toyota. We explain the model through stories from our collective experiences and give practical advice for the long hard road leaders must commit to in order to truly self develop.
This game-changing book puts you behind the curtain of Toyota, providing new insight into the legendary automaker’s management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower.
Drawing on six years of research into Toyota’s employee-management routines, Toyota Kata examines and elucidates, for the first time, the company’s organizational routines–called kata–that power its success with continuous improvement and adaptation.
The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as: How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers?
With clear detail, an abundance of practical examples, and a cohesive explanation from start to finish, Toyota Kata gives executives and managers at any level actionable routines of thought and behavior that produce superior results and sustained competitive advantage.
The Toyota Production System is the benchmark used throughout the world for “lean” thinking. Now you can model your own processes after those of the company that “wrote the book on supply chain management.”
Written by two experts on the subject, along with a former Toyota senior executive, this book details the most celebrated supply chain operation in the world to help you form an integrated, synchronized system that will be the envy of your industry.
You will find key insight into the logic behind every point of Toyota’s supply chain, along with both the tactics and strategies you can use to build an outstanding system of your own. Toyota Supply Chain Management explains how to achieve balance and efficiency by focusing on variety, velocity, variability and visibility.
The authors provide valuable insider tips and offer hands-on guidance for improvingproduction and operations in a variety of industries, including health care, insurance, banking, credit processing, and retailing.
With careful attention paid to every aspect of the subject—from principles and theories to operations and best practices—Toyota Supply Chain Management is the most comprehensive, insightful guide to forging a world-class supply chain system.
The definitive inside account of Toyota’s greatest crisis—and lessons you can apply to your own company.
For decades, Toyota has been setting standards that are the envy—and goal—of organizations worldwide. Its legendary management principles and business philosophy, first documented by Jeffrey K. Liker in his influential book The Toyota Way, changed the business world’s approach to operational excellence.
Granted unprecedented access to Toyota’s facilities worldwide, Liker, along with Timothy N. Ogden, investigated the inside story of how Toyota faced the challenges of the recession and the recall crisis of 2009–2010. In both cases, the company was caught off guard—and found that a root cause of the challenges it faced was its failure to live up to its own principles. But the fundamentals were still there, and the company has ultimately come out of the most challenging years of its postwar existence even stronger than before.
Toyota Under Fire chronicles all the events of the recession and the recall crisis in detail, providing valuable lessons any business leader can use to survive and thrive in a crisis, no matter how large.
Whether a group of engineers is developing new cars, software applications, aerospace equipment, kitchen appliances, controls, sensors, or any of hundreds of different items, the process they follow is pretty much the same. Except in one company – Toyota, perhaps the most innovative and highly respected car company on the planet.
What is most startling is that Toyota’s product development engineers are four times as productive as their counterparts in other companies, according to a study by the National Centre for Manufacturing Sciences. Most follow a linear process in developing new products. Toyota’s engineers do not.As this book reveals and explains, Toyota’s development engineers rely on a development paradigm that is totally different than that found in the West. Companies that are early adopters of the Toyota product development system are certain to realise tremendous advantages over their competitors. This is a change that is coming to businesses everywhere and this book shows the way.