Campese Consulting

## Ten Precepts to Think, Act and Win Taiichi Ohno, the father of the Toyota Production System, developed 10 key precepts that form the foundation of lean manufacturing philosophy. These teachings, known as the "10 Precepts to Think, Act and Win," can be summarized as follows: 1. Recognize that you are a cost and focus on reducing waste first[2][3]. 2. Adopt a "can-do" attitude and take action before anything else[2][3]. 3. Treat the workplace as your teacher and seek answers directly from it[2][3]. 4. Act immediately; starting right away is the only path to success[2][3]. 5. Persevere with tasks until completion once you've begun[2][3]. 6. Explain complex concepts simply and reinforce easy-to-understand ideas[2][3]. 7. Don't conceal waste; make problems visible[2][3]. 8. Recognize that valueless motions are equivalent to shortening one's life[2][3]. 9. Continuously improve upon previous improvements[2][3]. 10. Understand that wisdom is equally available to all, but its application varies[2][3]. These precepts emphasize key lean principles such as waste elimination, continuous improvement, problem-solving, and respect for people[1]. Ohno's teachings stress the importance of taking personal responsibility, learning from direct experience, and maintaining a proactive approach to improvement[2]. By following these precepts, Ohno believed that individuals and organizations could achieve operational excellence and drive sustainable success[1]. His philosophy extends beyond manufacturing and has been adopted across various industries, demonstrating its universal applicability in fostering efficiency, quality, and continuous improvement[1][3]. Citations: [1] https://lnkd.in/dAiWqynn [2] https://lnkd.in/d-sfkFnp [3] https://lnkd.in/degKdMFG [4] https://lnkd.in/dmcwyq3a [5] https://lnkd.in/dYxP3u6J

## MIZUSUMASHI Key Takeaways: Water Spider Definition: The Water Spider, also known by its Japanese name "Mizusumashi," is a critical role in Lean Manufacturing, responsible for ensuring a smooth and uninterrupted workflow on the production floor. Origin of the Term: The term "Mizusumashi" translates to "make water cleaner", referencing the whirligig beetle. This insect, able to seamlessly navigate both above and below the water's surface, serves as a metaphor for the Water Spider's role in understanding and facilitating work processes. ("What Is Water Spider in Lean? Definition, Role and Skills") Primary Responsibilities: Material Supply: Continuously supplying workstations with necessary materials, preventing shortages and delays. ("Concetto di Mizusumashi") Waste Removal: Maintaining a clean and efficient workspace by promptly removing waste materials. ("What Is Water Spider in Lean? Definition, Role and Skills") Kanban Management: Updating and moving Kanban cards to visually represent and manage the flow of work. ("What Is Water Spider in Lean? Definition, Role and Skills") Team Support: Assisting less-experienced team members to ensure smooth operation and knowledge transfer. ("What Is Water Spider in Lean? Definition, Role and Skills") Importance to Lean Manufacturing: The Water Spider directly contributes to the core Lean principles of waste reduction and continuous improvement by: Enhancing Efficiency: Optimizing material delivery routes and ensuring a consistent flow of materials to eliminate wasted time and effort. ("What Is Water Spider in Lean? Definition, Role and Skills") Increasing Productivity: Freeing up other team members to focus on value-adding tasks by taking over material handling and waste removal. ("What Is Water Spider in Lean? Definition, Role and Skills") Improving Quality: Reducing errors and improving product quality by minimizing distractions and disruptions for team members. ("What Is Water Spider in Lean? Definition, Role and Skills") Facilitating Communication: Acting as a vital link between front-line workers and management, providing valuable insights and feedback. ("What Is Water Spider in Lean? Definition, Role and Skills") Key Skills: Effective Water Spiders possess: Strong communication and interpersonal skills Comprehensive knowledge of production processes Proactive problem-solving abilities Excellent time management skills ("What Is Water Spider in Lean? Definition, Role and Skills") Standardization: Standardizing tasks and routines is crucial for Water Spiders to maximize their efficiency and impact on the production process. ("What Is Water Spider in Lean? Definition, Role and Skills") Potential Drawbacks: Assigning an excessive workload or non-essential tasks to the Water Spider can hinder their effectiveness and negatively impact productivity. ("What Is Water Spider in Lean? Definition, Role and Skills")

## PITCH Understanding Pitch Pitch, in lean manufacturing, represents the time a production area needs to produce one full container of products. It's important to note that producing less than a full container or a multiple of the container quantity wouldn't be logical, as you can't deliver incomplete containers to customers. Pitch Calculation: Pitch = Takt Time x Pack-Out Quantity Let's break down the formula: Takt Time: This refers to the available production time per day divided by the customer demand per day. It essentially dictates the pace of production to meet customer needs. Pack-Out Quantity: This signifies the total number of individual products packaged within each container. Example: If your calculated Takt Time is one minute, and each container holds 20 products, your pitch would be 20 minutes (1 minute x 20 pieces = 20 minutes). Applications of Pitch: Pitch plays a crucial role in establishing the takt image, which visually represents the desired production pace within a facility or process. When combined with tools like a heijunka box, a scheduling tool used to level production, and paced withdrawal, a system for moving materials through production based on demand, pitch helps maintain a smooth and synchronized production flow. Outside of production scheduling, "pitch" can sometimes be used to describe the duration or time frame of an individual's job or task. Key Considerations: Understanding the pitch is vital for leveling production, ensuring that the output aligns with customer demand. You can calculate the number of pitch intervals available to fulfill demand by dividing the total daily production time by the pitch. For instance, if you have 450 minutes of production time and a pitch of 9 minutes, you have 50 pitch intervals. This information allows you to allocate these intervals to different products based on their demand percentage, ensuring a balanced production schedule that meets customer needs without overproduction. This approach ensures that at the end of the workday, you have the right quantity of each product to satisfy demand.

## TRIZ TRIZ (Teoriya Resheniya Izobretatelskikh Zadatch) is a systematic approach for inventive problem-solving and innovation. Here's an overview of TRIZ: ## What is TRIZ? TRIZ, which stands for the "Theory of Inventive Problem Solving" in Russian, is a methodology developed by Genrich Altshuller and his colleagues in the Soviet Union starting in 1946.[1] It is based on the study of patterns in the global patent literature to identify universal principles and strategies for solving technical problems and developing innovative solutions.[3] ## Key Principles of TRIZ 1. **Ideality**: TRIZ aims to solve problems by moving towards the "Ideal Final Result" (IFR), where the desired function is achieved without any harmful effects or costs.[3] 2. **Contradiction Resolution**: TRIZ focuses on resolving contradictions, which are inherent in most technical systems. For example, improving one parameter may worsen another.[1][3] 3. **Patterns of Evolution**: TRIZ identifies patterns in the evolution of technical systems, which can be used to predict and guide future developments.[3] 4. **Knowledge Base**: TRIZ draws from a vast knowledge base of inventive principles, scientific effects, and solution strategies derived from the study of patents.[1][3] ## TRIZ Tools and Techniques TRIZ offers a range of tools and techniques to aid in problem-solving and innovation, including: 1. **Contradiction Matrix**: A tool that suggests inventive principles to resolve specific contradictions between two conflicting parameters.[1][3] 2. **40 Inventive Principles**: A set of principles that describe common strategies for overcoming contradictions and solving problems.[1] 3. **Substance-Field Analysis**: A method for modeling and analyzing technical systems to identify and resolve inefficiencies or harmful interactions.[3] 4. **Effects Database**: A collection of scientific effects that can be applied to solve specific problems or improve technical systems.[2] 5. **ARIZ**: A systematic algorithm for inventive problem-solving that guides the user through a series of logical steps.[3] ## Benefits of TRIZ - Provides a structured and systematic approach to problem-solving and innovation[1][2][3] - Leverages the collective knowledge and experience from millions of patents[1][3] - Helps overcome psychological inertia and stimulate creative thinking[1][2] - Applicable across various industries and domains[1][3] - Facilitates the generation of patentable and innovative solutions[1][3] TRIZ has been widely adopted by companies like Samsung, Boeing, and Procter & Gamble for product development, process improvement, and problem-solving.[3] Citations: [1] https://lnkd.in/dSGS2v-T [2] https://lnkd.in/dbZiA6kt [3] https://lnkd.in/bayWKdm [4] https://lnkd.in/dXJGkeXE [5] https://lnkd.in/dKuPEJiK

## 8D The 8D methodology is a structured problem-solving approach used to identify, correct, and prevent recurring issues or defects in products, processes, or services. Here's an overview of the 8D methodology: ## What is the 8D Methodology? The 8D stands for the eight disciplines or steps involved in this problem-solving process: 1. **D1: Establish the Team** Assemble a cross-functional team with expertise relevant to the problem. 2. **D2: Describe the Problem** Clearly define and describe the problem, including its scope, impact, and any relevant data or evidence. 3. **D3: Develop Interim Containment Actions** Implement temporary measures to isolate and contain the problem until permanent corrective actions are identified. 4. **D4: Determine Root Cause(s)** Conduct root cause analysis using tools like fishbone diagrams, 5 Whys, or fault tree analysis to identify the underlying causes of the problem.[2] 5. **D5: Identify Permanent Corrective Actions** Develop and validate permanent solutions that address the root causes identified in D4. 6. **D6: Implement and Validate Corrective Actions** Implement the permanent corrective actions and verify their effectiveness in resolving the problem. 7. **D7: Prevent Recurrence** Identify and implement systemic changes or controls to prevent the problem from recurring in the future. 8. **D8: Congratulate the Team** Recognize the team's efforts, document the lessons learned, and share the knowledge gained throughout the organization. ## Benefits of the 8D Methodology - Provides a structured and systematic approach to problem-solving[2] - Focuses on identifying and addressing root causes rather than just symptoms[2] - Emphasizes prevention of future occurrences through systemic improvements[2] - Promotes cross-functional collaboration and knowledge sharing[2] - Enhances customer satisfaction by effectively resolving issues[2] - Improves product/process quality and reduces costs associated with defects or failures The 8D methodology is widely used in various industries, including automotive, manufacturing, healthcare, and aerospace, where effective problem-solving and continuous improvement are critical for maintaining high standards of quality and safety.[2]

## NEMAWASHI Nemawashi is a Japanese concept that emphasizes the importance of building consensus and gaining support before implementing a major decision or change. Here's an overview of the nemawashi process:What is Nemawashi? The term "nemawashi" literally means "going around the roots" and refers to the gardening practice of preparing a plant for transplantation by carefully digging around and trimming its roots. In a business context, nemawashi involves laying the groundwork for a proposed change by:Gathering information and feedback from stakeholders through informal discussions Understanding concerns and addressing potential objections early on Building consensus and buy-in before formally proposing the change Steps in the Nemawashi Process Prepare the proposal: Outline the current situation, problems, proposed solutions, and expected benefits of the change. Engage stakeholders informally: Share the proposal with key stakeholders through one-on-one meetings or small group discussions. Listen to their feedback, concerns, and suggestions. Refine the proposal: Incorporate stakeholder input to improve the proposal and address potential objections. Build consensus: Continue informal discussions until a consensus is reached among stakeholders. Formalize the decision: Once consensus is achieved, formally present the refined proposal and implementation plan. Benefits of Nemawashi Establishes buy-in and support from stakeholders early on Improves engagement and reduces conflict by involving employees Leads to better decisions by incorporating diverse perspectives Increases the likelihood of successful implementation Nemawashi emphasizes the importance of open communication, active listening, and building trust with stakeholders. By involving them early and addressing concerns upfront, organizations can more effectively navigate change and increase the chances of successful implementation.

##YOKOTEN ## What is Yokoten? Yokoten is a Japanese term that refers to the practice of sharing knowledge, best practices, and learning across an organization. It literally translates to "horizontal deployment" or "sideways movement." ### Yokoten in the Lean Management System Yokoten is an integral part of the lean management philosophy pioneered by Toyota. In the Toyota Production System (TPS), yokoten plays a vital role in: - Sharing learnings from kaizen (continuous improvement) activities - Standardizing best practices across the company  - Enabling cross-pollination of ideas between different plants/teams - Creating a culture of knowledge sharing and collaboration The goal is to make improvements "horizontal" rather than isolated within individual work areas. Successful solutions are meant to be replicated laterally across the whole organization. ### How Yokoten Works 1. **Identify Best Practices** - Pinpoint processes, methods or solutions that have demonstrated superior results in one area of the business. 2. **Document and Standardize** - Carefully document the best practice, creating standardized work instructions, visuals, checklists etc. This codifies the learning. 3. **Share Knowledge** - Use various tools like training sessions, gemba walks, A3 reports etc. to share the best practice with other teams/locations. 4. **Support Implementation** - Provide hands-on guidance to ensure proper replication and sustainment of the best practice in new areas. 5. **Continuously Improve** - Encourage further refinement of the practice based on feedback from different implementation areas.[1][3] Yokoten is facilitated by leadership promoting a culture of transparency, knowledge sharing, and cross-functional collaboration. Visual management tools and dedicated platforms also aid in disseminating best practices ### Benefits of Yokoten Some key benefits that yokoten brings to an organization include: - **Faster Learning** - Avoids repeated mistakes by quickly spreading proven solutions - **Standardization** - Enables consistent processes and quality across teams/sites - **Efficiency Gains** - Replicating successes prevents wasted efforts on reinventing the wheel - **Collaboration** - Breaks down silos and fosters teamwork between different parts of the business - **Engagement** - Involving employees in sharing/receiving best practices increases motivation[2][4] By making learning portable and reusable, yokoten accelerates an organization's capability for continuous improvement. It is a powerful mechanism for an enterprise to leverage its collective knowledge. Citations: [1] https://lnkd.in/dv9RjFgM [2] https://lnkd.in/drzmuyBR [3] https://lnkd.in/dsKNuXba [4] https://lnkd.in/dUBgRDnz [5] https://lnkd.in/dqrxuivP

## KNOWLEDGE GRAPHS FOR ORGANIZATIONS Knowledge graphs provide an effective way to organize and integrate an organization's knowledge base by representing information as a network of interconnected entities and relationships. Here are some key ways knowledge graphs can be leveraged: **Data Integration** Knowledge graphs allow combining data from disparate sources like databases, documents, and expert knowledge into a unified model. By mapping relationships between entities, they connect siloed information into a cohesive knowledge base.[1] **Capturing Organizational Knowledge** The nodes in a knowledge graph represent key entities like products, processes, people, locations etc. The edges denote relationships like "is a", "part of", "located in" etc. This structure mirrors how knowledge is organized in the real world, making it intuitive to model an organization's domain expertise and business logic as a knowledge graph.[4] **Enriching Data with Context** Knowledge graphs go beyond just storing data by providing semantic context through ontologies and rules. This context enriches the raw data with meaning, enabling deeper insights and more intelligent applications like recommendation engines and question answering.[1][5] **Facilitating Knowledge Discovery** The interconnected nature of knowledge graphs allows exploring and discovering new relationships and patterns within an organization's data. This can uncover previously unseen connections and insights.[3] **Enabling Knowledge Sharing** A centralized, machine-readable knowledge graph makes an organization's collective knowledge accessible and shareable across teams, systems and processes. It serves as a "knowledge brain" that different applications can query and reason over.[4] **Futureproofing Knowledge** Unlike rigid database schemas, knowledge graphs are flexible and can evolve as the organization's knowledge domains change over time without restructuring existing data.[1][4] By providing a robust way to integrate, contextualize, discover and share knowledge, enterprise knowledge graphs enable organizations to unlock greater value from their proprietary data and domain expertise.[1][3][4] Citations: [1] https://lnkd.in/gGXDMsS8 [2] https://lnkd.in/gWRmyFkt [3] https://lnkd.in/dhX4ujbq [4] https://lnkd.in/drgnbXAh [5] https://lnkd.in/gDKYvtGP

## A3 Report An A3 Report is a practice developed by Toyota that consists of reporting the problem, analysis, corrective actions and action plan on a single large-format (A3) sheet of paper, often with the use of graphs. It's much more than just a sheet of paper with facts and figures. It is a management process that is learned through dialogue on concrete problems. This process of solving problems and creating better employees – the A3 analysis – is central to the Toyota management system. An A3 report guides the dialogue and analysis. It identifies the current situation, the nature of the problem, the range of possible countermeasures, the best countermeasure, the means (who will do what and when) to implement it, and the evidence that the problem has actually been addressed. The lean leader's job is to grow people. If the worker didn't learn, the teacher didn't teach. The A3 report can be used as a template, storyboard, report, problem-solving methodology, management discipline, A3 thinking and alignment tool. An A3 is not a model. The A3 was first used by Toyota. There can be different A3 forms (i.e. for solving an administrative problem in translation, a production problem, and an event planning and execution problem). Effective use of the A3 process can facilitate the shift from a debate about who owns what (a debate focused on authority) to a dialogue about what is right to do (a conversation focused on responsibility). This change has a radical impact on the way decisions are made. People earn the authority to act through how they frame the issue. They form a consensus and make decisions by relentlessly focusing on indisputable facts that they and their peers glean from the gemba. Consequently, A3 management can be understood neither as "top-down" nor as "bottom-up". The process clarifies responsibility by placing ownership squarely on the shoulders of the author-owner of the A3, the person whose initials appear in the top right corner of the paper. This person may not have direct authority over every aspect of the proposal. However, this person is clearly identified as the one who took responsibility for having decisions made and implemented.

## AI & Lean Six Sigma Artificial intelligence (AI) is transforming the way companies optimize processes, including its application in Lean Six Sigma principles. AI technologies, particularly deep learning, demonstrate tremendous prowess in the “Measure” phase of the DMAIC cycle. For example, AI systems can use data from IoT devices, barcodes, and cameras to measure process performance, detecting defects that are difficult for humans to spot. This is especially useful in industries such as high-volume food production, where inspection of each individual item is critical but impractical for human inspectors. Additionally, process mining software can analyze data to determine actual process execution times and the number of variations. While not yet a reality, research suggests that generative AI-based “autonomous agents” like ChatGPT and Claude could play a larger role in operational improvement initiatives in the future. These agents, capable of working on a sequence of requests, could potentially automate more complex tasks within the DMAIC loop. However, it is essential to recognize that AI integration requires careful consideration of the human factor. As emphasized by established improvement models such as the Shingo model, workforce engagement and acceptance are crucial to the success of any process improvement effort. Communication and collaboration are essential to ensure employees support AI-driven changes. The documents provided do not address the impact of AI on the “Define” and “Check” phases of the DMAIC.