Eric Bigelow Yamaha LM
Kaizen puts the Associate first. Everything else comes second.
Eric Bigelow
LEAN / Continuous Improvement Engineer
-------------------------------------------------------------------------------------------
YAMAHA MOTOR MANUFACTURING CORPORATION OF AMERICA
Kaizen puts the Associate first. Everything else comes second.
I a i e Imagine: A workforce that is intrinsically motivated. Welcomes change with excitement. A plethora of fearless doers. A flexible e b e workforce o o ce ready eady to be p placed aced into to a almost ost a any y pos position t o at a any y ttime. e Educated proposals from the shop floor. Substantial projects happening constantly throughout the manufacturing plants. plants A surge in kaizen and small group activity. A self-reliant culture that builds and grows itself.
Kaizen puts the Associate first. Everything else comes second.
Extrinsic Motivation Extrinsic motivation refers to motivation that comes from outside an individual. The motivating factors are external, or outside, rewards such as money or grades. These rewards provide satisfaction and pleasure that the task itself may not provide.
Extrinsicallyy Motivating g Employees p y Will Add Cost Reward programs are similar to a drug, meaning that in order to maintain the “high”, doses must continue periodically. In time, the dosage must increase to get the same result.
Intrinsic Motivation Intrinsic motivation refers to motivation that comes from inside an individual rather than from any external or outside rewards, such as money or grades. The motivation comes from the pleasure one gets from the task itself or from the sense of satisfaction in completing or even working on a task task.
Intrinsically Motivated Employees Will Cut Cost, Self-Sustain Company Culture and Add Value to the Organization.
Kaizen puts the Associate first. Everything else comes second.
Motivation: Challenging work (Not (Not the same old grind) grind) Recognition (Not (Not rewards) rewards) Responsibility (Trust (Trust)) A Acceptance t ((Being (B B i partt off a tteam) Being team) Curiosity (The (The need to learn) learn) Independence (The (The need for individuality) individuality) Importance
Kaizen puts the Associate first. Everything else comes second.
Kaizen puts the Associate first. Everything else comes second.
For many organizations, kaizen makes processes more efficient and flexible, p p but what about people?
Kaizen the people. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others. Develop exceptional people and teams that follow the company's philosophy. p associates,, extended network of partners p and suppliers pp by y challenging g g them and helping p g Respect them improve.
Kaizen puts the Associate first. Everything else comes second.
• Associates a major A i t will ill become b j partt off the th company’s ’ decision-making d i i ki process. •Associates are encouraged to make suggestions and take action quickly. •Each associate becomes a leader in his or her area of expertise. expertise •Each associate is important to the whole organization and empowered to make day-to-day decisions. Every associate, regardless of title, is a essential part of the whole. •Every •Associates’ level of dedication, trust and moral elevate. They will be flexible valuable assets colleagues in lean activities •They activities, problem solving and quality improvements Definition of assets – or things we control and dispose of as we see fit. Associates cannot be owned or disposed of as machines or other tangible assets.
If the organization has confidence and invests in the associates associates, the associates will have confidence and invest in the organization.
Kaizen puts the Associate first. Everything else comes second.
A HEALTHY CULTURE IS IMPORTANT. Culture: It is defined as integrated knowledge, belief and behavior; a set of shared attitudes, values, goals and practices that characterizes an organization. If an organization lays the foundation for the associates to embrace each of these examples, it can result in harmony and progression. It can eliminate finger-pointing, develop a balanced scorecard, and create a creative and productive working environment. - Blog g in Reliable Plant magazine g 2010 http://blogs.reliableplant.com
Kaizen puts the Associate first. Everything else comes second.
HUMAN CAPITAL Human capital refers to the stock of competences, knowledge and personality attributes embodied in associates. It is the set of skills which an associate acquires through education and training on the job, and the experience the associate obtains through action and experience. This increases the associate's overall value.
An athlete can gain knowledge through education and training, but only through experience in the actual game will he gain capital.
Too often, the term “knowledge” and “skill” are used to describe an individual’s capability le el “Skill” stands for narro level. narrow, domain domain-specific specific ability, abilit and “knowledge” “kno ledge” doesn’t necessarily necessaril mean an individual has the ability to see ideas to fruition. However, the word “competence” is b r o a d e r and includes dynamic thinking ability and motoric, artistic talent as well as the ability to think theoretically, design logically and implement the complex . Lean organizations need “competence”.
LEAN AGRI-CULTURE Grow a Value-Added Workforce
Kaizen puts the Associate first. Everything else comes second.
SOIL Plants need fertile, healthy, arable land to mature and produce. If the soil is stagnate only weeds will grow and create environmental conditions in which they themselves cannot thrive.
A system that integrates LEAN throughout all policies and procedures. Remove all barriers that impede progress Encourage and embrace change Efficient practices (Lean is not just for assembly operations.)
A system that measures everyone on LEAN action and decisions. decisions. Senior management upholds the values Conviction Perseverance Expectation
A flexible system The system itself must not protected from change Policies and procedures must be evaluated for efficiency efficienc
Open opportunities A system centered around the associate Succession planning LEAN and Continuous Improvement t i i training Recurrent training of all associates. Constant and consistent evaluations, testing
A good system should be dynamic dynamic, have open opportunity for all, encourage elevation and insist on participation at all levels of the organization.
© 2010 Eric Bigelow
Kaizen puts the Associate first. Everything else comes second.
ROOTS Roots anchor the plant body to the ground and transport the nutrients from the soil to the seed.
An organization needs coaches NOT managers Committed to serving. Servant leadership Help associates come up with their own answers This empowers the individual answers. individual. Solutions--focused. Solutions Deliver advice instead of criticism. Do not constantly tell people what they’ they’re doing wrong. Positively challenge people people. Realize the importance of leading by example. “In the mud” mud” , Management by Walking Around.
Measure on LEAN action and decisions. decisions. Encourage cou age associates assoc ates to eat, ssleep eep a and db breathe eat e LEAN.
Communicate with the associates. associates. Constant and consistent evaluations, testing. Roundtable groups Randomlyy selected shopshop p-floor p personnel Bi--weekly meetings, 1 Bi 1--2 month duration, 3 times a year Supervisor / manager Eealuation
A flexible Coach (Open to opinion)
© 2010 Eric Bigelow
Kaizen puts the Associate first. Everything else comes second.
SEED Although it has a hard outer shell, once it is broken it can absorb nutrients and mature. Seeds are also vital i th in the reproduction d ti and d spread d off more plants. l t
The Shell Represents first resistance, conflict Panic, alarm U Uncomfortable f t bl with ith change h
Lack of understanding Embryo Potential Possibilityy Valuable Resource and Colleague The embryo is an immature plant from which a new plant will grow under proper conditions. conditions. (system)
Nourishment Coach (supervisor / manager) Train Involve Engage
Consistent Constant Evaluation Testing Written Project based Gemba Recurrent
© 2010 Eric Bigelow
Kaizen puts the Associate first. Everything else comes second.
Plant / SUN Plants need sunlight to grow and always reach toward it.
The Plant A symbol of that reach
Personal growth within the system / organization. Maturity Career path
The Sun The sun is the big picture, the overall goal, the personal goals of the associates as well as the goals of the company. These must be aligned. The Ultimate Goal
Level Recognition Bronze, Silver, Gold
Advancement Career Path
A healthier company p y A successful career Satisfaction Part of something bigger Learning Respect Trust T st
LEAN Success Waste identification Kaizen small group Waste elimination Improved p quality q y Pride
© 2010 Eric Bigelow
Kaizen puts the Associate first. Everything else comes second.
Fruit The Culture Kaizen i Surge S Small Group Surge Opportunity Success Satisfaction Waste elimination Improved Quality Superior leaders Coaches Substantial missions 18 eyes vs. 1,500 eyes Flexibility y Investments Dedication
© 2010 Eric Bigelow
As A Manager 1))
Research manyy lean manufacturing g systems. y Understand the elements, theories and tools from multiple p systems. y
Do not CARBON COPY!!!! 2) Form a small group of key organizational leaders from all departments. Introduce them to your vision and supply them with material to read.
Be ready to train and COACH! 3) Design a lean manufacturing system with the small group of key organizational leaders. The system must be dynamic, flexible, detailed and call for accountability and measurements.
Modify the tools to best suit your organizational needs. 4) Introduce the system, the measurements and its tools in summary form to the leaders of the organization. Supply them with reading material.
Tell them to GET READY! 5) Begin the training (classroom and OJT) 6) Measure on LEAN action and decisions. MAKE IT STICK!!!
Eric Bigelow
LEAN / Continuous Improvement Engineer
-------------------------------------------------------------------------------------------
YAMAHA MOTOR MANUFACTURING CORPORATION OF AMERICA
Kaizen puts the Associate first. Everything else comes second.
I a i e Imagine: A workforce that is intrinsically motivated. Welcomes change with excitement. A plethora of fearless doers. A flexible e b e workforce o o ce ready eady to be p placed aced into to a almost ost a any y pos position t o at a any y ttime. e Educated proposals from the shop floor. Substantial projects happening constantly throughout the manufacturing plants. plants A surge in kaizen and small group activity. A self-reliant culture that builds and grows itself.
Kaizen puts the Associate first. Everything else comes second.
Extrinsic Motivation Extrinsic motivation refers to motivation that comes from outside an individual. The motivating factors are external, or outside, rewards such as money or grades. These rewards provide satisfaction and pleasure that the task itself may not provide.
Extrinsicallyy Motivating g Employees p y Will Add Cost Reward programs are similar to a drug, meaning that in order to maintain the “high”, doses must continue periodically. In time, the dosage must increase to get the same result.
Intrinsic Motivation Intrinsic motivation refers to motivation that comes from inside an individual rather than from any external or outside rewards, such as money or grades. The motivation comes from the pleasure one gets from the task itself or from the sense of satisfaction in completing or even working on a task task.
Intrinsically Motivated Employees Will Cut Cost, Self-Sustain Company Culture and Add Value to the Organization.
Kaizen puts the Associate first. Everything else comes second.
Motivation: Challenging work (Not (Not the same old grind) grind) Recognition (Not (Not rewards) rewards) Responsibility (Trust (Trust)) A Acceptance t ((Being (B B i partt off a tteam) Being team) Curiosity (The (The need to learn) learn) Independence (The (The need for individuality) individuality) Importance
Kaizen puts the Associate first. Everything else comes second.
Kaizen puts the Associate first. Everything else comes second.
For many organizations, kaizen makes processes more efficient and flexible, p p but what about people?
Kaizen the people. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others. Develop exceptional people and teams that follow the company's philosophy. p associates,, extended network of partners p and suppliers pp by y challenging g g them and helping p g Respect them improve.
Kaizen puts the Associate first. Everything else comes second.
• Associates a major A i t will ill become b j partt off the th company’s ’ decision-making d i i ki process. •Associates are encouraged to make suggestions and take action quickly. •Each associate becomes a leader in his or her area of expertise. expertise •Each associate is important to the whole organization and empowered to make day-to-day decisions. Every associate, regardless of title, is a essential part of the whole. •Every •Associates’ level of dedication, trust and moral elevate. They will be flexible valuable assets colleagues in lean activities •They activities, problem solving and quality improvements Definition of assets – or things we control and dispose of as we see fit. Associates cannot be owned or disposed of as machines or other tangible assets.
If the organization has confidence and invests in the associates associates, the associates will have confidence and invest in the organization.
Kaizen puts the Associate first. Everything else comes second.
A HEALTHY CULTURE IS IMPORTANT. Culture: It is defined as integrated knowledge, belief and behavior; a set of shared attitudes, values, goals and practices that characterizes an organization. If an organization lays the foundation for the associates to embrace each of these examples, it can result in harmony and progression. It can eliminate finger-pointing, develop a balanced scorecard, and create a creative and productive working environment. - Blog g in Reliable Plant magazine g 2010 http://blogs.reliableplant.com
Kaizen puts the Associate first. Everything else comes second.
HUMAN CAPITAL Human capital refers to the stock of competences, knowledge and personality attributes embodied in associates. It is the set of skills which an associate acquires through education and training on the job, and the experience the associate obtains through action and experience. This increases the associate's overall value.
An athlete can gain knowledge through education and training, but only through experience in the actual game will he gain capital.
Too often, the term “knowledge” and “skill” are used to describe an individual’s capability le el “Skill” stands for narro level. narrow, domain domain-specific specific ability, abilit and “knowledge” “kno ledge” doesn’t necessarily necessaril mean an individual has the ability to see ideas to fruition. However, the word “competence” is b r o a d e r and includes dynamic thinking ability and motoric, artistic talent as well as the ability to think theoretically, design logically and implement the complex . Lean organizations need “competence”.
LEAN AGRI-CULTURE Grow a Value-Added Workforce
Kaizen puts the Associate first. Everything else comes second.
SOIL Plants need fertile, healthy, arable land to mature and produce. If the soil is stagnate only weeds will grow and create environmental conditions in which they themselves cannot thrive.
A system that integrates LEAN throughout all policies and procedures. Remove all barriers that impede progress Encourage and embrace change Efficient practices (Lean is not just for assembly operations.)
A system that measures everyone on LEAN action and decisions. decisions. Senior management upholds the values Conviction Perseverance Expectation
A flexible system The system itself must not protected from change Policies and procedures must be evaluated for efficiency efficienc
Open opportunities A system centered around the associate Succession planning LEAN and Continuous Improvement t i i training Recurrent training of all associates. Constant and consistent evaluations, testing
A good system should be dynamic dynamic, have open opportunity for all, encourage elevation and insist on participation at all levels of the organization.
© 2010 Eric Bigelow
Kaizen puts the Associate first. Everything else comes second.
ROOTS Roots anchor the plant body to the ground and transport the nutrients from the soil to the seed.
An organization needs coaches NOT managers Committed to serving. Servant leadership Help associates come up with their own answers This empowers the individual answers. individual. Solutions--focused. Solutions Deliver advice instead of criticism. Do not constantly tell people what they’ they’re doing wrong. Positively challenge people people. Realize the importance of leading by example. “In the mud” mud” , Management by Walking Around.
Measure on LEAN action and decisions. decisions. Encourage cou age associates assoc ates to eat, ssleep eep a and db breathe eat e LEAN.
Communicate with the associates. associates. Constant and consistent evaluations, testing. Roundtable groups Randomlyy selected shopshop p-floor p personnel Bi--weekly meetings, 1 Bi 1--2 month duration, 3 times a year Supervisor / manager Eealuation
A flexible Coach (Open to opinion)
© 2010 Eric Bigelow
Kaizen puts the Associate first. Everything else comes second.
SEED Although it has a hard outer shell, once it is broken it can absorb nutrients and mature. Seeds are also vital i th in the reproduction d ti and d spread d off more plants. l t
The Shell Represents first resistance, conflict Panic, alarm U Uncomfortable f t bl with ith change h
Lack of understanding Embryo Potential Possibilityy Valuable Resource and Colleague The embryo is an immature plant from which a new plant will grow under proper conditions. conditions. (system)
Nourishment Coach (supervisor / manager) Train Involve Engage
Consistent Constant Evaluation Testing Written Project based Gemba Recurrent
© 2010 Eric Bigelow
Kaizen puts the Associate first. Everything else comes second.
Plant / SUN Plants need sunlight to grow and always reach toward it.
The Plant A symbol of that reach
Personal growth within the system / organization. Maturity Career path
The Sun The sun is the big picture, the overall goal, the personal goals of the associates as well as the goals of the company. These must be aligned. The Ultimate Goal
Level Recognition Bronze, Silver, Gold
Advancement Career Path
A healthier company p y A successful career Satisfaction Part of something bigger Learning Respect Trust T st
LEAN Success Waste identification Kaizen small group Waste elimination Improved p quality q y Pride
© 2010 Eric Bigelow
Kaizen puts the Associate first. Everything else comes second.
Fruit The Culture Kaizen i Surge S Small Group Surge Opportunity Success Satisfaction Waste elimination Improved Quality Superior leaders Coaches Substantial missions 18 eyes vs. 1,500 eyes Flexibility y Investments Dedication
© 2010 Eric Bigelow
As A Manager 1))
Research manyy lean manufacturing g systems. y Understand the elements, theories and tools from multiple p systems. y
Do not CARBON COPY!!!! 2) Form a small group of key organizational leaders from all departments. Introduce them to your vision and supply them with material to read.
Be ready to train and COACH! 3) Design a lean manufacturing system with the small group of key organizational leaders. The system must be dynamic, flexible, detailed and call for accountability and measurements.
Modify the tools to best suit your organizational needs. 4) Introduce the system, the measurements and its tools in summary form to the leaders of the organization. Supply them with reading material.
Tell them to GET READY! 5) Begin the training (classroom and OJT) 6) Measure on LEAN action and decisions. MAKE IT STICK!!!
