Walt Willis

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• Walt Willis
• VP Continuous Improvement

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Personal Information

• BS Mathematics, FHU
• BS Mechanical Engineering, UM
• MBA, MSU
• Six Sigma Blackbelt
• 100 Kaizen Teams
• HON (Shingijutsu)
• United Technologies

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MTD

• Founded in 1932
• Headquartered in Valley City, OH
• Privately owned
• Diversified brands
• Cub Cadet
• Troy-Bilt
• Yardman
• Ryobi
• Plants in U.S., Mexico, Canada Europe

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History of Lean at MTD

• Benchmarking (1998)
• University of Michigan (1999)
• Kaizen at Tupelo, MS (2000)
• CAMP (2001)
• Six Sigma (2001)
• CAMP (2002)
• Simpler (2002 present)

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Startup Lessons Learned

• Choose an experienced Sensei
• Choose the correct improvement philosophy
• Communicate a consistent message often
• Gain top leadership commitment
• Empower employees
• Link and focus measurements

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Why Lean at MTD?
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What is Lean at MTD?
Lean is a systematic approach to identifying
and eliminating waste (non-value-added
activities) through continuous improvement by
flowing the product at the pull of the customer
in pursuit of perfection
The worst waste of all is realizing that you have
waste and doing nothing about it.
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All Activities Are
Value Added Any activity that increases the
market form or function of the product or
service. (These are things the customer is
willing to pay for.)
Waste or Non-Value Added Any activity that does
not add market form or function or is not
necessary. (These activities should be
eliminated, simplified, reduced or integrated.)
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How Are We Implementing?

• Rapid Improvement teams
• 7-week process
• Dedicated resources at each plant
• (52 people for the 10 MTD plants)
• 8 to 10 teams per month per site
• Everyone must participate

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Step 1 Value Stream Maps

• Created by plant management
• Completed in 2-3 days
• Use Current State / Future State
• Develop 12 month implementation plan
• Develop 6 month work plan
• Establish measurements / incentives / goals

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Value Stream Map Example
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Step 2 Rapid Improvement Events

• Event topics will come from Value Stream Analysis
• Team based
• 3-5 days of full-time team activity
• Focuses on a specific topic
• Clear measurements and goals
• Team accountable for impact by end of event

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Rapid Improvement Teams

• Made up of 6 to 10 people
• Cross-Functional
• Dedicated for 3 to 5 days
• Focused on one topic
• Accountable for measurable improvement

Understanding theory in the head is NOT the
problem. The problem is to remember it in the
body, to make it instinctive. To have the spirit
to endure the training is the road toward the
winning in competition. Taiichi Ohno, The
Evolution of the Toyota Production
System, Unpublished manuscript
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7 Week Process

• 3 Weeks Before - Choose measurements, targets,
  action, deliverables and team leader/co-leader
• 2 Weeks Before - Prepare actual facts and data,
  communicate to area and select team
• 1 Week Before - Define boundaries, communicate
  again, review readiness, train
• Rapid Improvement Week
• 1 Week After - Focus on, standard work, 6S,
  elimination of Quality defects, streamlining of
  processes, problem solving
• 2 Weeks After - Continue 1 week after activity
  with persistent focus
• 3 Weeks After - Sustain and publish final results

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Implementation Lessons Learned

• Top management MUST be on teams
• Preparation and follow-up are keys to a
  successful RIE
• Must involve everyone as needed
• Lean must be made a part of everyones goals
• Monitor the speed of implementation sustain
  before moving forward

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Continuous Improvement Results
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Number of Teams
Total 2000
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Lean Honor Roll
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Team Participation
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Redeployments
Total 901
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Wheeled Goods Volume

Projected FY05 Volume
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Lean Tool Usage
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Productivity Improvement
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Productivity Improvement
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Safety Improvement
Lost Time Injuries
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Quality Improvement
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Be the Best at the Basics
2006 Theme

• Standard Work (Repeatability)
• Visual Workplace
• Pull Systems
• Corrective Action
• Training

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Reasons Why Implementations Fail

• Management is unwilling to take the risk or is
  not committed and as a result, sabotage the
  process
• No one perceives or acknowledges the existence of
  a competitive threat to the business
• Managers want to hit home-runs before building
  a solid foundation for change
• Performance measures are used that drive non-Lean
  behavior
• Political and organizational barriers get in the
  way
• No commitment to being a learning organization
• Perceived as a manpower reduction

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Thank You