Lean Manufacturing

Naga Vamsi Krishna Jasti

BITS Pilani Assistant Professor
Department of Mechanical Engineering
Hyderabad Campus
 BITS Pilani
Hyderabad Campus

Lean Manufacturing
 Topics to be covered
 Leadership
 Hoshin Planning

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Leadership Vs Managers
 Manager  Leadership (Outstanding
leadership)
 A manager administers  A leader innovates.
 is a copy  is an original
 maintains  develops
 focuses on systems structure  focuses on people
 relies on control  inspires trust
 has a short-range view  has a long-range perspective
 Asks how and when  asks what and why.
 his eye on the bottom line  his eye is on the horizon
 Imitates  originates
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Leadership Attributes
 Vision : Setting the direction for the organization
 Integrity : trust and a shared vision of the company
 Passion: Have a passion for excellence
 Curiosity : Continuously challenge assumptions
 Courage: Value risk taking

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Traditional Organization Structure

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Lean Organization Structure

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Toyota Leader Model

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The role of leadership
 Leaders need to develop people
 People are the one asset that appreciates over
time
 Leaders need to provide a direction for change
 However, leaders are not expected to solve the
problems of their sub-ordinates
 They need to coach and mentor the people

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Leaders as Coaches/Mentors

 The culture in Toyota is that every one has a

mentor/mentee relationship with someone
 At the shop floor level, team leaders are mentors for
the team members, group leaders are mentors for the
team leaders and Shop Superintendents are mentors
for group leaders
 At higher levels in the organization, a manager could
have a mentor who he/she does not report to
 The role of the mentor is to coach

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Coaching Vs Teaching
Coaching Teaching

Provides direction to work Class room Instructions and testing the

students

If students has any doubts, the teacher If students has any doubts, the teacher
provides direction through set of provides answers
questions to resolve the issue.

Visits Gemba Sitting in class room

Slow down process, but improve the Process is simple and fast. But employee
capability of the employee. capability will not be improved

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Hoshin Planning

 Hoshin planning is the process of long term and

medium term planning at Toyota that attempts to
align the goals of the organization in a common
direction
 Traditionally, when top management draws up
strategic plans, there is lack of clarity in the rest of the
organization how their efforts will contribute to the
achievement of the overall goals of the company
 Through Hoshin planning, different functions in the
organization can develop their own plans in
congruence with the corporate plan
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Hoshin Planning
 The hoshin planning system comprises the following:
– Plan-do-check-act.
– Nemawashi.
– Catchball.
– A3thinking.

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Hoshin Planning

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Nemawashi

 Its original meaning was literal: digging around the roots of a tree,
to prepare it for a transplant. This process involves bringing the
dirt from the new location, and introducing it to the tree, before
the transplant, so the tree can grow accustomed to the new
environment before it gets there.
 In Japan, high-ranking people expect to be let in on new proposals
prior to an official meeting. If they find out about something for
the first time during the meeting, they will feel that they have
been ignored, and they may reject it for that reason alone. Thus,
it’s important to approach these people individually before the
meeting. This provides an opportunity to introduce the proposal to
them and gauge their reaction. This is also a good chance to hear
their input. This process is referred to as nemawashi.

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Nemawashi
 Nemawashi entails reviewing a hoshin with all
affected customers before its implementation.
 Planning, therefore, usually takes longer, but
implementation is quicker and more effective.
 Nemawashi involves numerous revisions based
on customer feedback.
 But there will be no unpleasant surprises when
you present your plan to senior management

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Catchball
 Catchball refers to the give and take required between
and among management levels during the planning
process.
Here is how it works:
 Companyofficersdevelopavisionofwhattheorganization
needstodo,andcapabilitiesthatneedtobedeveloped.Th
ey"toss"thevisiontoseniormanagers.
 Seniormanagers"catch"theofficers'visionandtranslatei
tintohoshins.Thentheytossthembacktotheofficers,and
ask,ineffect,"Isthiswhatyoumean?
Willtheseactivitiesachieveourvision?"
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A3 Thinking
 Officers provide feedback and guidance to senior
managers. The hoshins can be passed back and forth
several times.
 Eventually a consensus is reached.
 Senior managers now toss their hoshins to middle
managers, who catch the mand translate them into
activities. These in turn are tossed back to senior
managers who provide feedback and guidance.
Eventually, a consensus is reached.
 Middle managers will in turn toss their hoshins to their
subordinates. The process culminates with the
performance objectives of individual team members.
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A3 Thinking
 An A3 report is a one page story on 11″×17″ paper. A3s
were originally used at Toyota in the 1960s to summarize
kaizen circle activities. There are now four kinds of A3s:
 Hoshin planning A3 . Used to summarize department and
company hoshins.
 Problem solving A3. Used to summarize problems and counter
measures.
 Proposal A3.Used to present new ideas.
 Current status A3. Summarizes current condition of a
hoshin,problem,or concern.
 A good A3 reflects a sound grasp of the situation and
mastery of core lean tools and thinking. But the piece of
paper is less important than the process.
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A3 Thinking

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Hoshin Planning
Four Phases of HoshinPlanning
– Hoshin generation
– Hoshin deployment
– Hoshin implementation
– Hoshin evaluation

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 Thank you

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