Practical Problem Solving and A3 Sheets facilitated by Bradley Willis, Toyota Motors/University of Kentucky

Date: 01-03-2010
Duration: 2 Days
Times: 9:00am - 5:00pm
Location:
Crowne Plaza Hotel, Blanchardstown Centre,Dublin 15 www.crowneplaza.com Contact hotel directly at bokeeffe@crowneplazadublin.ie or 01 8977721 - €65.00 B&B single occupancy
Cost: Members 450.00; Non Members 650.00 per participant

To book this Event or make an enquiry click this button.

Book this Event

A 2-day workshop delivered by Bradley Willis, University of Kentucky/Toyota Motors. Bradley works with Ken Kreafle in the Lean Systems program with the University of Kentucky Centre for Manufacturing/College of Engineering.

Bradley gave this workshop in March & September 2009 and received great feedback each time:

Brad was an excellent trainer who presented very useful and clear material in an easy to understand and relaxed manner. His mixture of practical help and anecdotal evidence was helpful. The balance of listening and doing was just right.
Excellent course, well pitched, great opportunity to have Kerry only as we could adjust areas of focus; the afternoon of the second day got a bit tiring.
Use of video material was excellent.
Practical exercise excellent.
Kerry Group

Presentation & delivery of course very good - easy to listen, understand & retain learnings

Tutor was excellent; the course was enjoyable and some good theory and practicals were practised
Lake Region Medical

DAY 1

From Mass Production to Lean

Land Cruiser Round 1
History of Mass Production
History of Lean
Philosophy and Values of Lean – The Toyota Way
Lean Leadership

Introduction to Problem Solving & Step 1

Definition of a problem
ID the purpose of your work
ID the ideal situation
ID the current situation
ID the gap between ideal and current situation
Case Study & Exercise

Step 2 - Divide and Process

Divide up the problem
ID problem to process
ID the point of cause by processing the problem
ID the Problem to Tackle
Case Study & Exercise

DAY 2

Step 3 - Goal Setting

Make the commitment
Set specific, measurable, achievable, realistic and timely goal
Case Study & Exercise

Step 4 - ID Root Cause

ID potential causes
Go & See at the source and verify actual causes asking “Why?”
ID the root cause
Case Study and Exercise

Step 5 - ID Countermeasures

ID potential countermeasures
Narrow down the countermeasures to the most practical and effective
Communicate with others
Create an action plan
Case Study and Exercise

Steps 6, 7 and 8

Step 6 - Implement Countermeasures
Quickly and as a team, implement countermeasures
Report, Inform and Consult
Never give up, and proceed to the the next step quickly
Step 7 - Check process & results
Check process and results and communicate to all stakeholders
Evaluate from three key viewpoints: Customer’s, Company’s, and Yours
Understand and learn from failures and success
Step 8 - Standardize and Share Success
Standardize the effective countermeasure(s) to prevent reocurrence
Share your success with other affected areas
Plan on-going monitoring of the countermeasure
PDCA next improvement opportunity
Case Study and Exercise
Review and Summary
OJT Application Discussion

Bradley Willis, Toyota Motors/University of Kentucky(1999 - Present) President of Lean Integrity Inc. (since 2005). I have provided consulting support to the automotive industry as a Principal Lean Consultant. Also, I have taught lean manufacturing in over 90 different manufacturing plants. In this capacity, I have worked with both OEM facilities and Suppliers Support in application of lean philosophy, tools and methodologies to reduce/eliminate waste to improve in Quality, Cost and Productivity. I have also worked extensively with the Ford Motor Company supply base. I have also worked internationally with Bombardier Train Systems, Land Rover (England) and Rio Tinto Mining Operations of Australia. Currently I am working with KCTCS, Kentucky Colleges & Technical Colleges & Schools) implementing Lean throughout the Commonwealth of Kentucky, as well as rolling out Lean systems with Android Industries. (1987- 1999) Toyota Motor Manufacturing of Kentucky (Where my Lean Journey began) (1987-1999) Group Leader & Assembly Assistant Manager, I directly supported the launch and startup of the Georgetown plant. This involved: 1/100th layouts, equipment set up, area layout and preparation for production, development of standardized work, interviewing and hiring, initial training for Team Leaders and Team Members, developing backup procedures, and setting up Total Production Maintenance (TPM). Once in production, I was responsible for Safety, Quality, Productivity and Cost as well as Morale of my Group (1987 - 1999)While serving as Group Leader of Trim and Final lines, I was trained extensively at the Tutsumi and Tahara, Japan plants as well as the NUMI Plant in Fremont, California, in T.P.S. principals and application. I had my own Japanese trainer who worked with me extensively for 1 year teaching me the disciplines of TPS principles and the foundations of Lean Manufacturing. I taught Assembly lean training in Group and Team Leadership, New Employee Orientation, Safety and Suggestion system. I also produced a highly visual 5s system that improved standards in Trim. My group also was the leader every month for one year in Suggestions turned in and implemented (Averaged over 200 turned in per month!). I also helped to design a luggage weather-strip tool that is being used by all the Toyota Plants worldwide that increased Safety, Quality and Productivity by installing luggage Weather Strips.