What You Can Expect From This Seminar
Toyota has deemed "Problem Solving" as their competitive advantage and improving these skills is a major priority in their organization. Mike Hoseus, co-author of Toyota Culture: The Heart and Soul of the Toyota Way will show how Toyota establishes the culture for problem solving and then review the systematic process used by all levels and all departments within their organization. He will also review the process Toyota uses not only to sustain this problem solving culture, but also improve it on a daily basis and how you can do the same.
Seminar Content
Day 1
- Learn how to assess the current state of your organization in establishing, implementing and sustaining the daily problem solving process
- Understand how to connect your organization's values and operations systems with problem solving
- Learn to identify and respond to problems "as they occur"
- Understand how Toyota's system of problem solving is a dynamic process that continually improves itself and the people engage in it and how to implement it in your organization
- Learn the role all levels play in the problem solving process
- Practice the foundation of Plan Do Check Act
- Learn the Problem Solving Tools
- Review the most used Quality Tools such as Check List, Pareto and Tree Diagram
- Review and understand the 8 Step Problem Solving Process
- Practice the 8 Step Problem Solving Process using interactive case studies
- Learn how and when to use the A3 and how to complete, present, and give feedback on the A3 problem solving report utilizing actual case studies
- See how to make problem solving part of daily "Leader Standardized Work"
- Connect daily problem solving with your company's "Hoshin" Plan
Day 2 and 3
- Understand the prerequisites for establishing a problem solving culture
- Understand the role of "standardization" at Toyota and its relationship to problem solving
- Learn Toyota's systematic process to identify a problem, fix it and prevent it from re-occurring
- Experience hands-on team problem solving on the shop floor with real problems
- Learn by doing, Toyota's "go and see", breaking down a problem and 5 why root cause analysis
- Receive guidance and coaching by Mike Hoseus throughout the process
- Learn how to complete, present, and give feedback on the A3 problem solving report
- Learn how to develop Managers to establish and nurture this system
- Learn how to make problem solving part of daily "Leader Standardized Work"
- Understand critical next steps for your organization
- Take the entire process with results back to your workplace
Who Should Attend
This seminar is recommended to those who are responsible for day to day problem solving and directing change efforts along with those who must carry out the changes: executives, managers, supervisors, and technical project leaders. The shared experience
realized in this seminar will enable the organization to accelerate its progress with project improvements and increase profitability of long-term success.
About the seminar leader:
Michael Hoseus is Executive Director for the Center for Quality People & Organizations (CQPO). Mike brings both manufacturing operations and specialization in Human Resource experience to CQPO. CQPO is an organization developed in 1999 as a vision of Toyota Motor Manufacturing to share Lean Quality philosophy and human resource practices with education, business, and community organizations. CQPO current projects with Toyota include New Hire selection and training process, Team Leader and Group Leader post promotion training, Quality Circle Leader and Manager training, and Global Problem Solving for all levels. Mike is an adjunct professor with the University of Kentucky’s Lean Manufacturing Program. Mike is co author with CQPO and Dr. Jeffery Liker (Author of the Toyota Way) of Toyota Culture. Mike is also president of CMH Inc.
Prior to CQPO, Mike was a corporate leader for 13 years at Toyota Motor Manufacturing’s Georgetown, Kentucky, plant both in Human Resources and Manufacturing. As Assistant General Manager in Human Resources, his responsibilities included personnel, safety, HR development, employee relations, benefits, training, and manufacturing/human resource teams for a plant of 8000 team members. His major initiative was development of the enhanced relationship between Human Resource and Manufacturing Mike’s operational responsibilities in manufacturing started in 1987 as a front line supervisor in vehicle assembly. This included all aspects of safety, quality, productivity, cost and morale for operations. With experience as Assembly Plant Manager and eventually Assistant General Manager, his responsibilities increased to include both assembly plants including operations, maintenance, and engineering. He is a Toyota Certified Trainer in Global Problem Solving & Waste Reduction, Standardized Work and Kaizen Events.
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