ydatum intro k 6 linked in
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Ydatum Deliversthe Science to Achieve:
Human DevelopmentHighest Quality
Shortest Lead TimeLowest Cost
Rapid Innovation
Copyright Ydatum 2012
19th & 20th CenturyMass production
High volume, low diversification,
efficiency of assets, de-humanization of labor,
low skill5000 BC - 1800CraftsmanshipLow volume, high
diversificationapprenticeship, expertise
21st CenturyCombines mass production
with craftsmanshipHigh volume, high diversification,
low cost, higher expertise
Toyota Production System (TPS): A new industrial ‘datum’…a point of reference
from which to calculate, evaluate, reason.
A new datum, from asset-driven to customer-focusedCopyright Ydatum 2012
What are you paying your people to do?
Push buttons, move boxes, make reports
Innovate through leadership and problem solving in key areas of research, operations and distribution
Labor is ~¼ the cost in developing countries vs. U.S. & Europe
What is your competitive advantage?
Copyright Ydatum 2012
Who We Are
• Seasoned experts with deep knowledge of Hoshin & Lean/TPS and a reputation for effectiveness
– 40+ Toyota-trained partners in operations management– Adept at using Hoshin/TPS method to fuse craftsmanship with mass production and build world-
class, customer-focused, innovative companies
• Diverse professionals with experience spanning from automotive to pharmaceutical and aerospace regulated organizations:
– Merck, Pharma, vaccine, bio, API (human & animal health)– Takata, automotive– Moog, Aerospace– More upon request…
• Able to service large, global companies without sacrificing results
Europe/EMEA
Asia Pacific
USA/Canada
Latin America
Copyright Ydatum 2012
Services
• Strategic TPS/Lean Operational Architecture Design, Integration & Alignment• Map current condition, establish target, design A3, develop step-by-step plan• Align strategic initiatives and integrate operational methods using Hoshin policy deployment• Develop operational metrics and implement visual KPI
• TPS/Lean Pilot Execution & Large-Scale Implementation Support• Successive operational transformation and skill transfer through Kaizen• Improve operational quality, lead-time and cost for immediate and long-term results• Provide shared knowledge and vision through change management and cultural transformation
• Human Development (OE) & Long-Term Sustainability • Real-time executive operational coaching; Method is Socratic “learn by doing” with guidance of
an expert on the ground• Deliver “mini boot-camp” and advanced seminar with hands-on simulation• Lean Sigma Belt training – curriculum developed by sensei with hands-on experience• Leadership development
Copyright Ydatum 2012
Hoshin & TPS IntegrationWe Bridge the Gap Between Strategy, Execution & Results
Process Owners
BusinessUnits
Measures/budgets
Manager/director
Specialist
StrategyObjective
StrategyObjective
StrategyObjective
TPS/Lean Deployment Physical and mental safety Zero defects / Compliance 1x1 On demand In sequence 100% value added
Hoshin Strategy Clear opportunity Clear vision Alignment & integration Everyone engaged Consistency of purpose Knowledge transfer Leadership
Gap evaluation
Develop image of target
Diagnose current condition
Develop Hoshin / A3
Process design (C1 capability)
Problem solving (C2 capability)
Knowledge sharing (C3 capability)
Leader is the teacher (C4 capability)
Copyright Ydatum 2012
Why Ydatum?
• Exceptionally deep expertise in Lean/TPS capability. No generalists.– Bring tacit and explicit technical (and managerial) knowledge of Lean/TPS operational design and
management – Ability to customize for industry and client needs– Bring clarity to problems, and solutions to challenges
• Focus on business problems & driving results, not tools and presentations– Able to connect tools and techniques to the P&L and cash flow– Mini-transformations through rapid Kaizens = long-term, sustainable benefits– Develop and innovate for new operational solutions with client
• Strong emphasis on knowledge transfer & sustainability– 90% on the shop floor, shadow learn-by-doing; 10% in class– Scientific, step-by-step measured “trial-and-results” approach under sensei guidance– Cultural transformation, management to shop floor– Leadership skills development to effectively manage the business
Copyright Ydatum 2012
Generic Level of Approach & Processes
Knowledge Management Transfer
YdatumMentor/Sensei
Internal Leader
Internal Specialist
Internal Associate
The strength of many
Sharing knowledgeTransformation
Approach
Target Condition
• Pursuing The Ideal, and…• Everyone is a problem solver• Leaders are Teachers &
Coaches• Workforce is highly engaged
1. Learn Problem Solving• Commit to Self-Development• Pursue the Ideal through
short, repeated learning cycles
2. Learn to Coach & Develop Others
• Develop others to see and solve problems while they are small
• Challenge potential in others through the Problem Solving learning cycles
3. Support Day to Day Problem Solving• Build local capabilities
throughout for day to day operation
4. Support Strategic/ Cross-Functional• Problem Solving• Create Ideal vision & align
goals vertically & horizontally (Hoshin Kanri)
C
A P
D
WeeksActivitis 1 2 3 4 5 6 7 8 9 10 11 12
Business need assessement
Introduction of activities
General / communication
Pilot selection
Current condition
Target condition
Plan / detail schedule
Do 2 Execution - Repeat - Improve
- People's work
- Machine's work
- Supply chain "value stream"
Check 3 Evaluation - Correction
Act 4 Yokoten (copy) / Renewal
1Plan
Phases
Generic Process Steps
Risk Reduction Safety improvements Quality improvements Operational lead time
reduction
Cost Reduction Inventory cost reduction Labor cost reduction Capital cost reduction Increased capacity
Innovation Technical Cultural
Only humans can solve problems,expertise is necessary
Ydatum helps build operational experts at every level of the organization
At the Center of TPS isHuman Development
Example of Client Tangible Results
ROI: At one of our clients, $6 investedwith Ydatum has yielded up to $1,000 in
savings, improvements & increased sales
Copyright Ydatum 2012
Assembly Before & After
11.91010.202 9.918 8.566
20.92826
0.0
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25.0
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35.0
40.0 Balanced work chart w/o fluctuation before kaizen
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35.0
40.0cycle time Takt time
16.26419.983
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26
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30.0
35.0
40.0cycle time Takt time
Before (grasp, analyze deeply… “P”) Target (hypothesis, opinion… “D”) Test (try, do... “C and A”)
Total cycle time after kaizen reduced by 14 %
Eliminated missing component = 100%quality
Reduced shop floor space by 70%
Every product made every day, reduced risk and lead-time by 5x (from 1 week to 1 day batch)
Finished or not finished?
Labor efficiency after = 69.5% Labor efficiency before = 48%
Confidential Confidential
Copyright Ydatum 2012
Tablets/Filmcoating 2012
Supplying to the Patiente
Business Case:• 7 million tablets short in film coating per month • Significant overtime, weekend work, and safety
concerns were anticipated if the team didn’t actInitial Condition:• Using TPS mindset and methodology, team utilized gemba “go-see” to understand current condition, developed a detailed process map and identified filmcoating as the issueTarget Condition:• Improve filmcoating output and decrease cycle time without increasing headcount or purchasing additional capital assets to meet overall goal• Develop team within Pharmaceutical Operations to learn and apply TPS/Lean methodsClosing the gap through process design:• Through ingenuity and creativity, team designed an innovative standardized work model and eliminated waste, unevenness and overburden• By collaborating across functions, team redesigned roles and responsibilities • Using Hoshin method, leaders increased employee expertise in Lean process design and problem solving abilities
Results Exceed Target Condition: • Reduced pan unload time by 40% and increased monthly output by 12 million tablets without increasing assets or headcount•Improved employee ergonomic safety• Excess capacity positioned Pharmaceutical Operations to meet target goals sooner• “Activities transformed the culture of our people and the capability of our process. “
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Index
Unlo
adin
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me
(hr)
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Time Series Plot of Unloading Time (hr) StandardizedWork
Supply Defects 2012Business Case:
• Customer use of trough to increase 2.5x to support increased product demand
Initial Condition:• 50% defect rate at customer site • Overproduction and safety inventory used to cover for
defectsTarget Condition:• No defects shall be passed to customer (PBS)• Build quality into the processClosing the gap through problem solving:• Identify point of cause through intense observation and
data collection• Warping of trough body
• Identify root cause• Loading and load partner in autoclaves redesigned
and standardized
Results 54% Cycle Time reduction
Elimination of Defects
98% OTIF supply of troughs to downstream operations
50% Reduction in on-hand inventory
Demonstration of the power of Standardized Work
PBS Trough Defects by Month
0
10
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60
Jan-
11
Feb-
11
Mar
-11
Apr
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May
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Jun-
11Ju
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Aug
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Sep
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Oct
-11
Nov
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Dec
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Jan-
12
Feb-
12
Month
Def
ect P
erce
ntag
e
Defect Percentage
100% on time, zero defects
Bulk Business Case:
• Customer demand not met for two key products: Problem stems from high-risk bulk production method, insufficient capacity, and high manufacture costInitial Condition:• Current vaccine practice follows traditional mass-production system “big batch” thinking. While this meets need for increased supply, it also increases risk and fails to reduce costTarget Condition:• Increase output by 30% without capital or labor increase while reducing lead-time (risk)Closing the gap • Deploy Hoshin to create one vision, a consistent method and apply TPS /Lean principles • Create Global Franchise team to understand capacity constraints from end to end• Increase planting/harvest frequency from two to five times a week without capital investment while reducing batch size from 4,600 to 2,400 RB using TPS principles to increase capacity, shorten timeline and avoid large capital expenditures• Utilize change management techniques to facilitate frequent communication meetings with shop floor to generate cross-functional support and engagement
Results•$276-403M in additional annual revenue• $40M capital cost avoidance • 30% output increase • 47% reduction in Deviations• 60% reduction in Document Defects• 40% increase in robot efficiency• $1.8 M Annual Value Capture• 32% reduction in Cost of Goods Sold (COGS)
Risk, supply and cost are improved
Actual Client Results
Copyright Ydatum 2012
– Strengthened leadership capability for today’s complex business environment
– Deeper understanding by management of TPS thinking & its science
– Strengthened approach to kaizen and problem-solving
– Greater understanding of the impact of lead-time on quality and cost
– Improved operational profits, flexibility & long-term competitiveness
– Increased appreciation for how much the organization may or may not know about TPS/Lean
Intangible (but valuable!) Results
“I have been learning lean concepts from Ydatum for 2 years now. They have been an incredible asset to our TPS implementation, and I have seen our company make great strides in continuous improvement initiatives. I would recommend Ydatum to any enterprise.” J.R. Huffman.
Copyright Ydatum 2012
Industry & Process ExperiencePartial Client List:AutomotiveAlpha Stamping CompanyAutolivDelphi AutomotiveGentex Corporation ITT IndustriesMagna CorporationMiCO IndustriesNew United Motor Mfg. Inc. Plastikon IndustriesSummit PolymersToyota Motor Manufacturing, KyToyota TistumiToyota GoseiTakata, Inc.Gates Corporation
AerospaceMoog, Inc.
Capital EquipmentATMI
Defense Texas Instruments, DSEGMoog, Inc.
ElectronicsApplied MaterialsClear-Com Intercom SystemsNational Semiconductor Corp.Paradigm TechnologiesRead-Rite CorporationSeagate TechnologyStratus ComputerWestern Digital
Food & BeveragePortola Packaging
GarmentCoach Leather
Home Viking Range CorporationHerman Miller
Power & Utility KENETECH WindpowerPG&E
Pharmaceutical/MedicalAlza CorporationMerck Sharp & DhomeGenentech / RocheB. Braun Medical, Inc.IntervetBayer
Process Experience:AssemblyCastingCuttingCustomer Service Development & CommercializationForgingHuman ResourcesInformation SystemsMachiningMedia PlatingMedical OfficePlastic MoldingPrinted Circuit Board Pharma, vaccine, bio, APIProduct DevelopmentProduction PlanningProduction PreparationProduction SchedulingPurchasingQuality lab operations / systemsReceiving, bulk, filling, blending, pressing,SewingSchedulingSolderingStampingSterile supplyTanning, TrainingWafer FabricationWeldingWire Forming
Copyright Ydatum 2012