Center for Lean Excellence

Wishing you a productive new year 2025!!!

Toyota Motor East Japan: A Key Highlight of the TPS Study Tour to Japan - December 2024! Established in July 2012, Toyota Motor East Japan (TMEJ) serves as a pivotal manufacturing subsidiary within the Toyota Group. TMEJ specializes in the production of compact vehicles, including models such as the Toyota Sienta, Toyota Corolla Axio, Toyota Corolla Fielder, Toyota JPN Taxi, Toyota Aqua, Toyota Yaris, Toyota Yaris Cross, and Lexus LBX. During the December 2024 TPS Study Tour, participants had the unique opportunity to observe firsthand the practical applications of core Toyota Production System (TPS) principles—namely Kanban, Jidoka, and Kaizen—within TMEJ's facilities. Toyota's management provided in-depth demonstrations of these methodologies in action and engaged with participants to address their questions, offering valuable insights into the company's operational excellence.

We are glad to be the execution partners of GEAR 2.0 Sri Lanka, an initiative by Better Work Sri Lanka, ILO, and IFC. This program aims to elevate the next generation of productive leaders in the apparel industry through focused coaching sessions across various locations in Sri Lanka. https://lnkd.in/gCsu_NiH

We are glad to be the execution partners of GEAR 2.0 Sri Lanka, an initiative by Better Work Sri Lanka, ILO, and IFC. This program aims to elevate the next generation of productive leaders in the apparel industry through focused coaching sessions across various locations in Sri Lanka. https://lnkd.in/gCsu_NiH

TPS Study Tour to Toyota Japan - December 2024 We are thrilled to host 16 senior leaders from various industries who are eager to embrace and implement the Toyota Production System (TPS) to elevate their operational excellence. Below is the list of esteemed participants: Back row; from left - Chamara Karunarathna: Chief Operating Officer, Naturub Exports International Pvt Ltd - J A Anil Jayakody: Head of Product Quality Control & Quality Assurance, Sterling Group - Kalyana Koththigoda: Chief Executive Officer, Naturub Accessories Bangladesh Pvt Ltd - Janaka Gamage: General Manager - Operation, Fashion Garments Limited - Prasad Goonetilleke,: Director Operations, Hirdaramani Apparel Bangladesh - Nirosha Fernando: Director Quality and Technology, Hirdaramani Apparel Bangladesh - Wasantha Kumara: Chief Operating Officer, Ayesha Spinning Mills Ltd - Pradeep De silva: Director-GM Engineering & Services, Naturub Exports International Pvt Ltd - Hemantha Fernando: General Manager - Technical & Quality Management, Li & Fung (BD) Ltd - Chaminda Jayaweera: Head of ESG (Environmental, Social, and Governance), SQ Group - Janaka Atapattu: Production Director, Ananta Huaxiang Ltd - Lapitha Gunasinghe: Director, Center for Lean Excellence Front row; from left - Lasantha Jayakodi: Executive Director, Diganta Sweaters Ltd - Asitha Madurawala: Managing Director, ITL Labels Bangladesh Limited - Yukari Tanaka: Interpreter, Toyota Engineering Corp - Minako Hasegawa: Admin, Toyota Engineering Corp - Yasuhito Marsudaira: Senior Consultant, Toyota Engineering Corp - Rakesh Dave: Factory Manager, Asiatic Electrical and Switchgear Pvt Ltd - Satyeswar Panda: General Manager - Production, Asiatic Electrical and Switchgear Pvt Ltd - Yasith Eleperuma: Chief Executive Officer, Naturub Exports International Pvt Ltd - Asanka Henegedara: Director, Center for Lean Excellence

During the December 2024 TPS Study Tour, participants had the invaluable opportunity to visit Somic Ishikawa Inc., a distinguished Tier 1 supplier to Toyota. Established in 1916, Somic Ishikawa specializes in the development and manufacture of automotive components, with a particular focus on ball joints and dampers. Their flagship products include ball joints for steering and suspension systems, which are critical for vehicle safety and performance. This visit provided participants with deep insights into how Toyota collaborates with its suppliers and how the Toyota Production System (TPS) principles are effectively implemented beyond Toyota’s own facilities. Observing Somic Ishikawa’s operations allowed the team to understand the seamless integration of TPS methodologies, such as Just-In-Time and Jidoka, within a supplier context. The experience underscored the importance of close supplier relationships and the consistent application of TPS principles throughout the supply chain to achieve operational excellence.

We wish you a Merry Christmas 🎁

Reflecting on the experience of participating in a traditional Japanese tea ceremony, it was fascinating to observe how its special routines, tools, rules, and arrangements form the foundation of this meaningful cultural practice. Every aspect—from the precise movements to the placement of specific utensils—works in harmony to create a seamless and thoughtful experience. The Toyota Production System (TPS) shares many of these fundamental principles. Built on structured routines, specialized tools, strict rules, and well-organized arrangements, TPS mirrors the same attention to detail and discipline found in the tea ceremony. For example, the 5S methodology (Sort, Set in order, Shine, Standardize, Sustain) reflects the meticulous preparation and organization seen in the tea ceremony. In both practices, precision, respect for people and processes, and a focus on continuous improvement are key. Whether it’s the tranquil environment of a tea room or the dynamic setting of a production floor, the thoughtful application of routines, tools, and systems fosters harmony and sustainability. The TPS Study Mission participants gained not only cultural insights but also a deeper understanding of how tradition and innovation can coexist to create excellence.

Our collaboration with Dignity DTRT Apparel, the largest apparel manufacturer in West Africa, serving renowned global brands. Through this six-month initiative, CLE will empower over 350 supervisors, executives, graduate trainees, and middle management professionals with lean management and technical capabilities. This program is designed to not only enhance individual skillsets but also drive sustainable business impact. We are honored to contribute to Dignity DTRT Apparel’s people development strategy and play a role in strengthening the foundation of their operational excellence.

5 Essentials of Gemba Walks 1. Have a Clear Purpose • Define the objective of your Gemba Walk before stepping onto the shop floor. Whether the goal is to improve safety, identify process inefficiencies, or reduce waste, having a focused purpose ensures your observations are meaningful and aligned with organizational goals. 2. Observe Processes, Not People • Concentrate on understanding how tasks and workflows are being carried out rather than evaluating individual performance. The goal is to identify system or process-related issues without placing blame, fostering an environment of trust and continuous improvement. 3. Engage with Employees • Actively interact with employees during the walk to understand their perspectives. Ask open-ended questions like, “What challenges do you face?” or “How can this process be improved?” to uncover hidden opportunities for improvement. Show genuine interest in their insights and contributions. 4. Document Findings • Record your observations with notes, photos, or videos (if permitted). Pay attention to deviations from standards, potential areas of improvement, and successful practices. Proper documentation helps in analyzing issues and planning actionable steps later. 5. Take Action and Follow Up • After the Gemba Walk, analyze your findings and collaborate with teams to implement solutions. Communicate progress and outcomes to employees, ensuring they see the impact of their input and fostering a culture of accountability and improvement. This approach ensures Gemba Walks are effective, collaborative, and focused on driving meaningful change.