The ideal starting point of the lean journey is to have your current condition assessed and reviewed by someone who has experienced the total lean journey for themselves. Someone who knows which steps to take and can advise in which order to take them.
Therefore, we at TLA always recommend starting with an assessment process that we undertake, in co-oporation with you, enabling us to compare your current performance to the Toyota benchmark. As part of the assessment, we define the next steps needed towards your ultimate goal - your TPS true north vision.
The Lean advisory programme dedicates one of our lean specialists to work within the established customer processes, to provide an external perspective and strategic road map for continuous improvement. This may include recommended staff training as required, and the provision of a 'help-line' facility for problem solving.
Selected members of TLA have extensive hands-on lean leadership experience from inside Toyota and have personally been involved in the transformation journey of the European factories' integration.
We use the authentic Toyota Jishuken method as preferred project model to accelerate your business performance. Jishuken is, like many Japanese words, not easily translated but means in short "Self motivated skill enhancement" which centres the fundamental core of continuous improvement and people.
During a Jishuken project we target the area defined by the customer as a high priority to improve related to the company business targets. The Jishuken team, which is composed of both TLA and customer members, analyzes thoroughly the current condition using Toyota TPS methods and tools to find the gap and thereby potential of improvement.
By this approach the dual targets of both improving the business performance and the people development is realized. In the end, people is what will matter the most and lead the way for sustainable continuous improvement.
We offer to train you on some of the unique methods, tools and cultural approaches that are successfully applied within Toyota. The training programme is designed according to individual needs, and the findings from an initial lean assessment process, and is based on series of modules derived from the Toyota Production System.
We can make fully customized training programs based on individual customer needs at our locations or at the customer’s location - whatever best fits the purpose. If you are interested in training programmes hosted in our factories in Japan, please register your interest in this form and we will notify you about the next available programme.
Also please check out our events calendar for open trainings hosted regularly at our European service centres regularly and also some exclusive events available at our European factories.
There are many so-called lean projects that might start with a very optimistic business case, but end with unsatisfactory results and a legacy of doubt. It is not the monetary cost of a failed lean project that hurts the most, it is the lost credibility and confidence in the organization.
In Toyota we believe that there is only one way to truly change a culture and implement TPS/Lean. That is top management consistently taking the lead in the organization daily, on the "shop floor." TLA lean transformation programmes address this by deeply incorporating the whole organization from top to bottom in the transformation to avoid the pitfalls of failure. With the transformation programmes you will get recommendations for improved workflow and management structure, combined with staff training and support through the implementation process
We use the techniques and methods, focusing on the Jishuken method, that made Toyota the no 1 lean company to transfer the knowledge to you as a customer to secure future success in your lean journey.
In order to maintain competitiveness and maximise profitability, most companies will periodically confront the need for investment, with the aim to improve operational efficiency. This is particularly true today, with fast-moving developments in technology.
Toyota is also recognising opportunities to change, implementing automation progressively in many parts of the business, and taking advantage of connectivity.
The key to success, however, is to ensure that each process is carefully assessed and fully optimised before committing to investment.
We recognise that many of our customers are confronting similar challenges as they plan for the future.
The Lean Academy's investment planning services provides expert assessment and advice to ensure that lean principles are established and maintained as part of the investment and implementation programme, ensuring maximum quality and value-added as the end result.
First, we work together with you to check where you are in your Lean implementation process through our assessment module. After the assessment we align on the current condition and targets, using our experience and your input how to proceed. Normally we start introducing the lean culture, by top and middle management training on key Toyota lean concepts for success. After building that foundation we proceed to address the opportunities specifically found in the assessment. We approach both specific areas through the Jishuken model concept as well as introduce companywide activities where suitable. The Jishuken model has its big benefits in creating both tangible improvements on KPI as well as increasing the skills of the people in the organization.
- 100% Top management commitment and people engagement
- Lean leadership. Work with your people on the shopfloor
- Standardization. Find common view and respect it
- Visual management. Review easily what is normal and not normal
- Sincere communication. Honest and transparent
- Never stop. Do lean consistently (GUCHOKUNI), steadily (JIMICHINI) , and completely (TETTEITEKINI)
As you know change takes time and it needs this time to filtrate down the new way of working in the organization. Lean transformation is no difference, there is no short cut in this process. Anyone who started on the lean journey knows this. Our lean transformation model starts by assessment then starting to introduce the lean culture, by top and middle management training on key Toyota lean concepts for success. After building that foundation we proceed to address the opportunities specifically found in the assessment. We approach both specific areas through the Jishuken model concept as well as introduce companywide activities where suitable. This block takes around 3-6 months depending on the scope and represents the start of the process. After that we evaluate the progress and continue to work in 3-6 months blocks if you and we see mutual targets in the journey. If you want a total Toyota Way transfer, it will take years. But our part will fade out from being very active to a more coaching role, making sure the results generated stay.
Many are the lean projects that started with the presentation of a very appealing business case but ended with uncomfortable silence in the organization trying to hide the splinters of what is left of project. Why? This is what can happen if you focus too hard on a narrow and short-term ROI to proof the business case and not taking care about sustainment of the results. Toyota is since many years one of the largest and most profitable car makers in the world. This success is created by the Toyota Way, long term visions and people development, not short-term ROI focus. Our model will be focusing on this as well creating both tangible improvements on KPI but also increasing the skills of the people in the organization to ensure sustainment of the improvements.
We offer you to train on some of the unique methods, tools and cultural approaches that is successfully applied within Toyota. Check out our events calendar for open trainings hosted at our European service centers regularly and also some exclusive events available at our European factories. We also make fully customized training programs based on individual customer needs at our locations or at the customer location
Yes, we have different approaches and our preferred model you can see following the link here. We always start with learning more about your situation by Genchi Genbutsu (Go and see directly by yourself) irrelevant which model to choose. That means, we are going to the source (you) and study your process. Participating in your daily operations is the best way to learn your current situation. We proceed through a structured assessment which gives us the road map to follow, which almost always starts with top and middle management training.
To review the next steps, please review our full process here.
This depends a little bit on your maturity in lean and current condition, but we generally recommend to start small and grow from good examples (Yokoten, horizontal benchmarking)
This creates stability and confidence before using the "big drum" taking it into all parts of the organization.
No. You can apply lean everywhere, were processes are: Warehouses, logistic areas, offices ... For example, 5S in the office and in your computer is very effective and helpful to avoid searching times, etc.
Management must take the lead and be a role model by strong leadership behaviors when introducing lean and by this secure people engagement. Continuous sincere communication around targets and purpose will also be needed as people always want to know WHY, before HOW and WHAT.