Introduced by management expert Henry Gantt, the classic productivity tool makes it easy for leaders to manage and schedule long-term, large-scale and complex processes.

The Gantt Chart is the most common tool used by a Lean Sensei. It entails identifying the top 20% of the factors that yield the most impact to bridge the gap between the present and target scenarios. Coined by Vilfredo Pareto, a renowned Italian economist, the Pareto Chart focuses on the root causes of reduced productivity, thereby keeping a company from reaching its goals. The diagram illustrates possible causes of a problem and how they lead to the formulation of an action plan. It was introduced by Kaoru Ishikawa who was in charge of revolutionizing processes in the shipyards of Kawasaki Motors. More commonly referred to as cause and effect diagram, the Ishikawa Diagram focuses on quality management procedures. To date, this principle provides company leaders a structure for continuous improvement. During his time in TPS, Ono was popular for drawing a circle around plant supervisors, and making them keep their ground until they have done a full scan of their areas for possible problems. Named after TPS’ first sensei, Taiichi Ono, the Ohno Circle is aimed at training manufacturing personnel’s eyes to distinguish process wastes. Here are some of the tools most commonly used : Armed with strategic planning tools, a Lean Sensei brings in a wealth of experience from past executions that can benefit a company. In order to maximize his capabilities, however, strong management support should be given. He/she should also have a good grasp of business processes and strong technical knowhow. Among others, he should be an active advocate of change, open to new ideas and has excellent problem solving skills. As he is involved in the training and direction of internal teams, he is expected to possess desirable leadership characteristics.

The closest mentoring program to TPS’ is one conducted by a Lean Sensei – an in-house or third party expert that provides mentoring services and unbiased coaching to manufacturing companies. Its success was largely credited to TPS’ mentorship program, widely recognized as unbiased and straightforward. The concept rose to popularity when Toyota grew to be one the world’s biggest car manufacturers, from a very small production company in Japan. It was previously called Toyotism, until the 1990s when it started to be identified as “lean.” It centers on reducing manufacturing waste to improve production systems and increase customer satisfaction. Lean production is a management principle introduced by the Toyota Production System (TPS). Any person who has mastered and teached this skill is called a Lean Sensei. The whole idea of lean production is ridding manufacturing processes of waste resulting from overburden and waste coming from uneven work loads. In the manufacturing industry, there is a systematic way of eliminating waste – lean production. Taiichi-Ohno Lean Sensei Lean Sensei and His Tools

Kanban cards (Toyota Production System).

Fishbone diagram (Ishikawa diagram) via 5 why’s.

Business Process Modeling – BPM (OCEB2).

Taiichi ohno