- Many companies choose to review the production plant or the entire company to determine how to move in development from a “good to extraordinary” company. The review is conducted on the basis of 4 stages of organisational development according to the “Toyota Supplier Assessment” method.
- The duration and cost of the Operational Performance Review, is very competitive with other techniques and methods of identifying problems and priorities for action (lean audits, Hoshin Kanri, etc.).
- The review is conducted by a former Toyota manager, with many years of experience working on the optimization and development of manufacturing companies in Poland and England, a certified auditor of the Lean Leadership Way Institute headquartered in the UK.
Benefits for your company:
- The Operational Review shows where your company stands in relation to the best ways to run processes and manage people based on TPS.
- The review is objective and provides valuable observations, insights and recommendations for the Board and for Management,
During the Review, we conduct workshop(s) that engage Management so that they can independently and objectively assess their own performance against specific criteria,
- As a result of the Review, the Board/Management receives:
- the opinion of an advisor/consultant – showing at what stage of operation the production plant/company is, taking into account the 4 stages of development of a TPS organisation.
- opinion of individual members of the management team/managers – during the survey they answer questions about the company/area, results and opinions are discussed.
- the path of development of the plant/company – recommendations from the advisor/consultant on what to focus on to achieve better results and goals.
- A key action plan – developed by managers with the support of an advisor/consultant.
- The review also allows for clarification of doubts and identification of actions that can bring quick or long-term results before a decision is made to implement actions and projects to improve effectiveness and efficiency. It is therefore worthwhile to carry out a review as a step:
- introductory to larger long-term projects/programmes.
- when you want to identify initiatives to achieve ‘quick’ results.
- to answer the question: What can we do better/effectively?
- to confirm direction and initiatives.
How does a Performance Review work?
- The first visit to the site/company:
- Genba walk and observations; daily work in production, operational meetings, problem solving, quality, health and safety and planning.
- Visualization of KPIs and meetings with the Board of Directors and departmental managers.
- Includes all departments in the value chain (i.e. sales, production, warehouse, logistics) and supporting departments (i.e. purchasing, quality, health & safety, maintenance, HR – in terms of development and OnBoarding).
- Duration up to 3 days +
Remote work includes:
- Completion of survey by Board members and managers.
- Online consultation, completion and confirmation of missing data from the first visit.
- Production of a report (survey results, review and advisor recommendations) in the form of a presentation.
- Preparation of a workshop resulting from the review – ‘tailor-made’ training for the client.
- Duration: 2 days +
The second site visit is:
- Full day management training workshop. Management participation is welcome.
- The workshop consists of four parts:
- Discussion and conclusions of the Board and managers’ evaluation.
- Presentation of the 4 stages of company development according to Toyota.
- Presentation of the results of the Review.
- Joint development of an initial action plan (Road Map) to guide the company’s activities to reach a ‘higher level’ of performance.
- Duration 1 day +
Areas examined include:
- Key Indicators – KPIs
- Problem solving methodologies
- Position and managerial standardisation
- Management by visualisation and meetings
- Waste – 3 categories
- OnBoarding process for new employees
- Andon culture, kanban system, zero defect philosophy approach
- Management in relation to safety at work
- Quality of cooperation and commitment.
Take the first step and find out more:
To find out more or to book a review time, please contact us at: email@example.com or complete the survey which can be found under the “contact” tab on our website www.llw-institute.com
Programme Advisor: Mark Forkun, former manager of the World Class Leadership Development Programme at Toyota UK. Chairman and board member of several companies. He advises, coaches and trains in over 240 companies in Poland and the UK. Education: FCCA, MBA, LLW-Inst., Certified Lean Leadership Coach. Creator of the “16 Habits of a Lean Leader” programme. Co-founder of the Lean Leadership Way Institute, headquartered in the UK.