The Toyota Template ― The Plan for Just-in-time and Culture Change Beyond Lean Tools

Many current companies are in a similar position to Toyota prior to development of the Toyota Production System regarding efficiency and culture. Many are attempting to implement a Lean system, but the failure rate is very high. The primary reasons are lack of will, lack of skill, or some combination of the two. Toyota is the benchmark for any Lean implementation -- therefore, adopting and adapting the "Toyota template" is the only way to have a real and sustainable Lean implementation. In the development of the Toyota Production System, Taiichi Ohno left a "template" of important and critical concepts/methods.

The Toyota Template explains and develops this template in an orderly and easy-to-understand fashion. The template orders the activities/concepts/methods for a successful implementation.

Fujio Cho, the first President at Toyota in Georgetown, said, "Many good companies have respect for individuals, and practice kaizen and other TPS tools... but what is important is having all the elements together as a system. It must be practiced every day in a very consistent manner, not in spurts." The tools individually aren’t a system that is consistently practiced.

Ohno’s primary goal was not to form a "Lean culture" -- His objective was rise to the level of US auto makers in three years and to fulfill Kiichiro Toyota’s idea that parts should arrive "just-in-time." In so doing, the Lean, problem-solving culture became a byproduct. The template explains the cultural value and how it occurs. Implementation of the Toyota template will develop an efficient, Lean culture in any organization.

Phil Ledbetter is a passionate advocate of the Toyota Production System and the many benefits it can provide for business. He worked as a leader in management with Toyota Motor Manufacturing – KY for 16 years. As Group Leader, he learned, practiced, and taught the many elements of the TPS. He was certified as a kaizen leader where he taught other members of the management team problem solving. In his time at Toyota he was immersed in all aspects of TPS.

Phil is an accomplished teacher and conference speaker having developed classes for and taught hundreds of employees on all aspects of the Toyota Production System. Since leaving Toyota, Phil has been instrumental in the implementation of various Toyota methods in the cabinet, decorative glass, and crane fields including successful implementation of pull systems, quality systems, andon systems and 5S programs among other accomplishments. He’s also been a franchised small business owner.

He has:

• First hand, hands-on knowledge of the Toyota Production System (16 years in management at Toyota).
• The ability to adapt TPS knowledge to the particular context.
• Excellent problem solving skills. Passionate about true lean/TPS. .

CORE COMPETANCIES
Demonstrated expertise in the Toyota Production System, *Certified Kaizen Train-the-Trainer, *Quality Circle Advisor, *7-Step Problem Solving (A3), *Hoshin Kanri, *Heijunka, *Jidoka, *5S, *Continuous One-Piece Flow, *Visual Controls, *Standardized Work, *SMED, *Pull Systems, *Poke Yoke, *Andon, *TWI, *TPM, *Budgeting/Forecasting, *Inventory Management, *Interviewing