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Lean vs Kaizen - Las ra铆ces del Sistema Productivo Total (TPS) y la Mejora Continua, TPM & TQC. - YouTube
Channel: Factory Management Institute
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And Deming says ... without data you are only an opinion and I study the data from
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statistical programs to find problems in the factory ... I apply
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the Lean Six Sigma methodology developed by General Electric and Motorola ...
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I am also certified Read Six Sigma Green Belt by the University of Tokyo and follow the recommendations
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Hmm ... what a mess. Now everyone talks about LEAN, listen to LEAN here, LEAN there.
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But ... what is that of LEAN? What is LEAN MANUFACTURING?
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What is LEAN MANAGEMENT? Is there a single unified vision of what LEAN is? What is the final objective
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and what does LEAN intend? and all those Japanese words that LEAN experts
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use ... Why is LEAN not in Japanese like KAIZEN, KANBAN, GEMBA and
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many other words of Japanese origin? To understand all this mess we have to
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travel back in time and place ourselves in the years before the Second World War,
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on the one hand, see what was happening in Japan and on the other hand, see what was happening
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in the United States.
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In the US of those days mass production was in "top form"
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and while in the US automotive industries "quantity was
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synonymous with quality", in Japan this mass production was in question,
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mainly due to the shortage of raw Materials. In those years, the
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control of raw materials, and especially steel, by the United States
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after the Second World War deepened this difference between the
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management approaches of the Japanese and the American industries.
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In this way ... the Japanese industry valued the inventory as a
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tremendously expensive expense and included it in a category that it determined with the
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Japanese word "MUDA", which in Japanese means: waste, garbage, something
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excess and unnecessary. Thus already in 1936 Kiichiro Toyoda asked
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his engineers that they should design a factory without inventory. Without inventory? ...
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That went against all the postulates present in the industrial world
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of the moment ... However, Kiichiro Toyoda considered inventory as the biggest
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"MUDA" and cause of all the other changes in a factory ... One of these engineers who
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was commissioned by Kiichiro Toyoda was the pioneer of the great changes
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that were coming at Toyota and who joined in 1942 as head of the
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machine shop : This engineer is Taiichi Ohno
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Taiichi Ohno identified the seven changes that Kiichiro Toyoda was talking about:
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Inventory, time, unnecessary inventory movement, waiting between
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processes, overproduction or producing more than necessary, over-processing or
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performing operations without value and defects. The ultimate goal is a
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Just in Time or Just in Time production system.
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Thus, from the 1940s to the early 1970s, while in Japan they fought
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ruthlessly against inventory, through the increase in the level of
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quality in the US they lived the golden years and Larger and heavier
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cars were being made , and mass production by the largest automotive companies
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made them the Big Three:
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General Motors, Ford, and Chrysler. But at the end of the 70s after the
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first oil crisis together with the great triumphs of the
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United States economy ... industries suffered a rise
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in costs and therefore tried to design new savings strategies
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mainly based on offshoring to countries with lower
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labor costs. Small, reliable Japanese and even European cars
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were looked down upon by the world's premier economy buyer. However,
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in the 80s, Japanese manufacturers began to be more competitive and were
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improving their special production system based on scarcity. And finally ... they begin
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to make investments in the US, Canada and Europe in the form of alliances with
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local companies, this was the only way to achieve greater market shares
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in the closed economies of the time. In 1984, Toyota made an alliance with
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General Motors in New United Motor Manufacturing located in California, a
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former General Motors plant closed two years earlier.
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In this way, General Motors wanted to copy and paste the Toyota production
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system and translate it into a factory that they wanted to build as an
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exact mirror in Brazil. So General Motors would take over Toyota's special way of manufacturing ...
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While General Motors rubbed their hands in Toyota they were very calm.
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At the same time, MIT started in 1979
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with the first phase of the program that studied the special competitiveness of
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the Japanese automotive industry under the name of the International Motor
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Vehicle Program and led by James P. Womack.
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The project was funded with $ 5 million at the time by the
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Massachusetts Institute of Technology. This first phase concluded in 1991 with
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the publication of the book "The machine that changed the world." In this book,
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the concept LEAN MANUFACTURING arises for the
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first time to refer to the production system of the Japanese Automotive manufacturers. In this
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Toyota deployment at NUMMI, Master Koichi Kimura was fortunate to participate,
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intervening in various developments in California and Mexico. And being permanently
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accompanied by a General Motors engineer for his teaching and
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learning. However, despite the initial success at NIMMI, as the plant
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with the highest quality levels in the group, General Motors has still not managed to
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implement this production system in the rest of the plants, And although some of the
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engineers trained at NUMMI had some success in The introduction of the
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approach in its factories in Brazil, this success was quickly diluted and ended
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with the rescue of General Motors after its bankruptcy in 2009.
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This alliance was also produced in Australia under the name UAAI,
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closed in 1996 and in Canada under the CAMI name
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between General Motors and Suzuki, which since 2009 belongs
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exclusively to General Motors. So ... you can't just copy and paste like
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General Motors intended? Well, it turns out not ... Toyota's production system
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does not work as General Motors believed, well ... actually no
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total production system or TPS, as the Japanese call it in their
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own environment, because they do not use the word LEAN. Shortly after concluding
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the IMVP study at MIT, James P. Womack and some colleagues founded the
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LEAN ENTERPRISE INSTITUTE, which was dedicated to disseminating and
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helping to spread the LEANMANUFACTURING special they had studied. Now ... to
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resolve the failure of the short-term problem that General Motors tried, the people of MIT
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adapted the Toyota production system to the rational culture of the United States, without a doubt
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a good idea based on the short-termism that prevailed in the 80 and
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the 90s in the US at the time ... let's remember that it was the time of
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"Los Yuppies", let's see an example: The Value Stream Map tool
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with the acronym VSM or Analysis of the Value Chain (in Spanish)
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is a tool designed by MIT but it is non-existent in the Toyota Production System
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and similar ones such as Sumitomo, Denso, Honda, etc.
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Is it necessary then? Actually the Toyota Production System and
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Womack's Lean Manufacturing or Lean Management are different. Even the 80s
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General Electric and Motorola delve into statistical quality control
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developing techniques called 6 Sigma, the union of what the Lean
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Enterprise Institute and MIT called LEAN and the statistical
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quality control of General Electric and Motorola created what now called "LEAN SIX SIGMA".
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In other words ... apply the postulates of LEAN and MIT to solve the
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deviations detected by a statistical quality control.
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From this development come the certifications called "Belts"
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Green Belt, Black Belt and Master Black Belt. In these certifications a lot of statistics and little LEAN
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is taught . But these certifications have been
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tailored to different curricula with little or no commonality.
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What a mess right? Now the LEAN MANUFACTURING that MIT studied and
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adapted to the US culture based on incomplete studies of Toyota's production
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system , has been expanded with the statistical process
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control of the 6 Sigma methodology. These methodologies can help to
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achieve higher quality, but unfortunately they do not do so in the
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direction of the Japanese companies that they intend to emulate. These companies
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do not consider LEAN as a method, and statistical quality control as
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necessary tools. These excellent and successful Japanese companies rely
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on KAIZEN or Continuous Improvement for total quality. However ...
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The lack of a clearly defined knowledge structure and the
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short-term orientation of what is known as LEAN SIX SIGMA is an
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obstacle to achieving KAIZEN and full participation
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and we finally reached the year 2011, when Sensei Koichi Kimura begins to give
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us his research on the Total Productive System, which makes
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these Japanese corporations excellent and within them he learned
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directly from the pioneers. In his written teachings, Sensei
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Koichi Kimura provides us with the correct way to achieve the levels of
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quality and productivity of the Japanese industry without filters or deformations.This
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new knowledge created during the last 60 years in Japan has been
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structured in an unprecedented way thanks to his experience
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as an internal and external consultant in more than 11 different countries. This exchange
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of cultures made it easier for him to identify and structure organizational concepts that
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these Japanese companies used in their internal systems. Thus, Sensei
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Koichi Kimura defines and structures many concepts: such
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as the Pyramid of the Total Productive System, the Factory Management Framework and
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has been able to define the same concept of Excellence, in
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addition to many other systems and structures, truly deepening
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the systems of the Excellent Japanese companies. Thus and after much studying,
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transmitting and structuring the teachings of Sensei Koichi Kimura is how we created
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the Factory Management Institute and its training structure and
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certifications at an international level with recognition
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of university credits ... We set the bar very high!
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This is the recognition scale that we are developing at the
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Factory Management Institute and for the development and adaptation of all the
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knowledge of the different degrees and implementation manuals, we have
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developed a free certification path for all those who
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wish to obtain the sensei qualification and that they collaborate in the adaptation
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of their teachings towards the creation of systems and practical manuals, books,
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online courses, implementation routes, etc.
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