Effective Learning Method Using Extended Reality: Digital TWI

Training within Industry was created under World War II by the U.S. Department of War, within the War Manpower Commission, to assist defense industries meet the high production output demand from less or inexperienced labor. It ran from 1940 to 1945, made its way to Japan after the war and became a foundational component of the Toyota Production System (TPS). TWI is a well-proven lean education methodology consists of four main modules: Job Instructions (JI), Job Relations (JR), Job Methods (JM) and Program Development. This paper aims to explore combining TWI Job Instructions (JI) module with extended reality (XR) smart glasses and technologies that may create an effective and innovative lean education program.acceptedVersio

Applying the fundamentals of TPS to realize a resilient and responsive manufacturing system

Concepts like the Toyota Production System (TPS) and Quick Response Manufacturing (QRM) are often presented as alternative manufacturing methods or strategies suited for different manufacturing conditions. QRM is depicted as a Job-shop alternative (low volume-high mix) to TPS, and TPS is viewed as a method best suited for high volume-low mix environments. However, the realities of manufacturing organizations today are that they operate in a mass-customization environment with high total volumes to achieve economies of scale, and high variability due to the widening of choices available to customers. Which means that manufacturers must produce an infinite number of variants to serve individual customer needs, on a limited number of production lines, emphasising the need for both efficiency and responsiveness. In this paper we present preliminary findings from two Norwegian manufacturing companies who are applying the concepts of TPS to realize a resilient and responsive manufacturing system through a process of action learning. Instead of rigidly adopting the best practices developed by others, the companies are building flexible manufacturing systems through discovering their own paths towards improved quality, greater flexibility, and shorter lead-times - by finding and facing their challenges and engaging everyone in forming solutions, together.publishedVersio

Lean & Green: Aligning Circular Economy and Kaizen Through Hoshin Kanri

As organizations are moving towards a circular economy to enable a transition to more sustainable business practices, there is a need for knowledge on how companies can leverage the capabilities of the entire organization to reach this goal. In this paper, we present some preliminary but promising results from a single company that has adapted the use of Hoshin Kanri—a strategic management method often associated with lean which seeks to engage the whole organization in breakthrough improvements in Safety, Quality, Delivery, and Cost. The case company has over the last year experimented with including Sustainability (the term the company uses internally) targets in their Hoshin, to develop circular capabilities within the organization. We present a literature study on Circular Economy, Sustainability, Kaizen and Hoshin Kanri, which formed the basis for Action Learning Research interventions. We then compare the results from these interventions with the findings from the review. Finally, we discuss the implications of the results and point to further research.acceptedVersio

A Cross-disciplinary, cross-organizational approach to sustainable design and product innovation in the aluminum industry

Aluminum is a promising sustainable and industrial resource that provides strong, lightweight structures with complex geometric possibilities, a high recovery rate in the recycling process, and low-emission production when produced by hydropower. Design and product innovations are enabling aluminum to increasingly replace steel in many industrial sectors (such as construction, automotive, and furniture), improving environmental (e.g., reduction of CO2 emission in transport) and financial (e.g., increased circularity and value creation) performance. However, key knowledge of the aluminum value chain is concentrated among the different actors. For instance, downstream actors possess a high level of technical expertise in the metallurgical properties and processing of aluminum, and they are typically situated a long distance from the end market or end user are unaware of the end user’s current and future needs. Investments in and investigations of new aluminum alloys, treatments, and machines are accompanied by high financial and time risks. Cross-disciplinary, cross-organizational collaborations might facilitate design and product innovations, including value creation and sustainability aspects and reducing financial and time risks. There is limited literature on how the different actors in the aluminum value chain should collaborate and which methods they should apply to increase sustainable design and product innovation. Therefore, this study applies a multiple case research approach to identify the benefits, enablers, and barriers of sustainable design and product innovation. Based on the findings, a sustainable design and product innovation framework was developed, highlighting actors, collaboration, and methods applied at different innovation project stages. The introduced approach supports the actors in the aluminum value chain to efficiently introduce sustainable design and product innovations to new and existing markets.publishedVersio

No Lean Without Learning: Rethinking Lean Production as a Learning System

Part 1: Lean ProductionInternational audienceIt’s one of the most popular and most misunderstood business concepts of our time. Since the term Lean Production was first popularized in 1990, lean has come to mean very different things to different people. In this paper, we go back to the origins of Lean Production - an alternative business approach pioneered by Toyota Motor Corporation - and present insights into how Toyota actually developed a learning system to gain competitive advantage through the continuous development of people, rather than simply designing and optimizing an efficient production system. We draw on our observations from Toyota plants around the world and our discussions with various Toyota sensei, and present a framework for understanding lean as a learning system, not a production system

Developing Middle Managers with Gemba Training

Part 6: Lean Coaching and MentoringInternational audienceMuch has been written and researched on the role of top management in Lean transformations. However, even with top management commitment companies can struggle to keep up kaizen activities once the so-called implementation period has passed. Little has been made of the role of the middle managers. Often overlooked and underappreciated, the development of middle managers leadership skills through gemba based training and hansei (self-reflection), might be the missing link in successful and sustainable lean transformations. Based on a literature review on the subject and case studies of three different companies, we present how middle managers can become an integral part in sustainable lean transformations by taking the role of trainers, and leading on-the-job development of both technical-, improvement- and teamwork skills. This should be done by teaching Toyota Production System (TPS) on the gemba, creating space for Hansei. The training should be carried out in a train-the-trainer system where each manager is responsible for the training and development of their direct reports

Rethinking Value – A means to an end for the whispering game

Lean production. It is one of the most misunderstood business concepts of our time. Since the 1990s, it has been mystically reduced from an organization-wide concept to a set of principles and best practices for manufacturing in isolation, only to be subsequently re-constructed as an additional set of principles and practices for other specific functions (e.g., product development), often leading to sub-optimization. In this paper, we draw on practical insights from two Norwegian case studies and present an overview of emergent actionable knowledge to rethink lean production as a holistic approach to value creation and long-term profitability, with the product at its core

Rethinking Value – A means to an end for the whispering game

Lean production. It is one of the most misunderstood business concepts of our time. Since the 1990s, it has been mystically reduced from an organization-wide concept to a set of principles and best practices for manufacturing in isolation, only to be subsequently re-constructed as an additional set of principles and practices for other specific functions (e.g., product development), often leading to sub-optimization. In this paper, we draw on practical insights from two Norwegian case studies and present an overview of emergent actionable knowledge to rethink lean production as a holistic approach to value creation and long-term profitability, with the product at its core

Rethinking Value – A means to an end for the whispering game

Lean production. It is one of the most misunderstood business concepts of our time. Since the 1990s, it has been mystically reduced from an organization-wide concept to a set of principles and best practices for manufacturing in isolation, only to be subsequently re-constructed as an additional set of principles and practices for other specific functions (e.g., product development), often leading to sub-optimization. In this paper, we draw on practical insights from two Norwegian case studies and present an overview of emergent actionable knowledge to rethink lean production as a holistic approach to value creation and long-term profitability, with the product at its core.publishedVersio

Learning in the Digital Era: 7th European Lean Educator Conference, ELEC 2021, Trondheim, Norway, October 25–27, 2021, Proceedings

International audienceBook Front Matter of AICT 61