DATES: 26th & 27th September (2 Days)
TIME: 8.30am - 4.30pm
COST: Fully Booked
LOCATION: South West Region - Kerry
Each attendee/group to bring a problem that they can work on during the workshop
University of Kentuckys 8-Step Problem Solving Process
One of the key tools for lean practice is the 8-step problem solving process developed and standardized by Toyota. Its structured methodology is one of Toyotas main techniques for stabilizing current conditions and kaizen. Based on eight guiding principles, the eight-step process involves the formation of a problem solving team, who follow and document the steps. This method can be applied to any work problem in any type of organization.
Class participants will learn the teaching and coaching skills to facilitate the implementation of this process in their company. For this two-day overview students are asked to bring real examples that they will discuss, analyze and apply the 8-step process to, as time allows. In this way, learners will get practical experience to take back to their companies.
University of Kentucky instructors with Toyota backgrounds have experience teaching the 8-step process to a variety of audiences from many industries, such as health care, transportation, education, and information technology. Their techniques are designed to help the student understand how to adapt it to their own specific needs.
- 8-Step problem solving fundamentals
- Evaluate the soft-side of Toyotas problem solving process
- Differences and similarities in problem solving in repetitive and non-repetitive environments
- Managements role in problem solving
- Countermeasure effectiveness
- Problem solving in Quality Circles and Jishuken
- Other topics: standardization, root cause analysis, problem break down
8:309:00: Introductions and Expectations for the class
9:009:45: Guiding Principles Presentation
9:4510:15: Teach Step 1
10:3011:15: Participants Do Step 1 on their problem
11:1511:30: Present out and questions on Step 1 of class problems
12:301:00: Teach Step 2
1:001:45: Participants Do Step 2 on their problem
1:452:00: Present out and questions on Step 2 of class problems
2:152:45: Teach Step 3
2:453:15: Participants Do Step 3 on their problem
3:153:30: Present out and questions on Step 3 of class problems
3:304:00: End of day wrap-up
8:309:00: Review any questions from Day 1
9:009:45: Teach Step 4
9:4510:30: Participants Do Step 4 on their problem
10:4511:30: Present out and questions on Step 4 of class problems
12:302:00: Teach Steps 5-8
2:153:00: End of class reflections and actions moving forward
3:003:30: Evaluations and wrap-up
Center of Manufacturing, University of Kentucky www.mfg.uky.edu
Cheryl G. Jones
Cheryl has experience in various aspects of manufacturing and administration within Toyota as Vice President of Toyota Engineering and Manufacturing of America (retired 2009). She is a proven leader, team coordinator and facilitator of change.
Cheryl was a member of the startup management team for Toyotas first North American manufacturing facility in Georgetown Kentucky. She began her career as an assembly manufacturing supervisor eventually achieving Vice President of Manufacturing during her 22 years with the company. In 1990 she was chosen to lead the first Camry new model changeover team receiving extensive training in manufacturing model change at the design headquarters of Toyota Motor Corporation in Japan. In 1993 she was chosen to lead the assembly plant expansion project allowing Toyota to double their manufacturing capacity to 500,000 units per year.
Cheryl had the opportunity to supervise in various divisions within manufacturing during her 22 year career at Toyota. She has extensive knowledge of final vehicle assembly, including parts delivery from supplier to vehicle assembly, robotic painting processes using solvent borne and waterborne paints and the Toyota Production System.
She also served as Vice President of power train, production control, building facilities, diversity advisor, senior advisor to the Womens Leadership Network organization and operations development group.
In 2005 Cheryl received international experience working as Toyotas Senior Advisor at their truck manufacturing facility in Baja Mexico. Her responsibilities included all aspects of manufacturing and administration in the role of mother plant support and training to guarantee the successful launch of Toyotas only Mexico manufacturing plant.
Upon her return from Mexico her responsibilities were expanded to include production control, power train, administration, and cost management at Toyotas largest North American manufacturing facility, TMMK, Toyota Motor Manufacturing of Kentucky. She was also assigned as the regional team leader for all six Toyota North American assembly plants self-reliance initiative.
Cheryls awards and accomplishments include 2005 Automotive News Top 100 Women in the Automotive Industry. She has been a lecturer at Ohio State and Harvard University on topics of the Toyota Production System. She had lead Toyota North American Womens Leadership initiatives such as the Womens Leadership Exchange Network as a senior advisor, and In the Interest of Women.
She has a broad understanding of Toyota global production strategies to improve market competitiveness within each region from the Global Production Summits held in Japan. Initiatives were also implemented for standardization of global engine production to decrease cost and increase flexibility at the Power train Global Production Summits. During her career she has supported various community organizations such as the United Way of the Bluegrass and served on the executive committee for Bluegrass Tomorrow regional economic planning in Lexington Kentucky. She had the honor to serve as an advisory board member for Midway College to expand post-secondary education opportunities for career working individuals.
Cheryl is beginning her second career focusing on teaching manufacturing and systems implementation utilizing her extensive Toyota Production experience and knowledge.
She is currently working with the University of Kentucky Lean Systems Program.
Jim White retired from Toyota Motor Manufacturing Kentucky as department head of a 500 team member manufacturing plant responsible for production, maintenance, and process engineering of plastics components for the two assembly lines at the Georgetown plan. Prior to this production management position, he was certified as a Toyota Production System Key Person and led an internal process improvement group, the Toyota Production System Office, conducting management training using the Toyota Jishuken method for problem solving and Kaizen. He joined Toyota in the Training Department during the startup in Kentucky. While in the Training Department, he taught problem solving, standard work, introduction to Kaizen, and job instruction, and he was certified by Toyota as a Master Trainer in the TWI Job Instruction method.
Jim White is currently conducting training with the University of Kentuckys College of Engineering True Lean Program. Clients he has worked with include Union Pacific Railroad, Boeing Aircraft, P& H Mining, and University of Kentucky HealthCare. He holds Bachelors and Masters degrees from the University of Kentucky.
We are pleased to be able to offer a limited number of free places for jobseekers on our network programmes subject to funding being available. Please click on the following link to check if you meet Jobseekers eligibility criteria
ILSS is funded by member companies and the Training Networks Programme, an initiative of Skillnets funded from the National Training Fund through the Department of Education and Skills.
For more information on Skillnets, please visit www.skillnets.ie