Toyota Way Fieldbook : A Practical Guide for Implementing Toyota's 4Ps

called “cost competitiveness through line simplification,” was initiated at Georgetown. Many things were done to reduce the gap. ...

created dust and caused more defects in the body. This was replaced with a simple seed knife on a dampened area, which resembles ...

11 percent fewer forklifts, 20 percent less space and less walking in the process, and a whopping 85 percent quality improvement ...

322 THETOYOTAWAYFIELDBOOK will be necessary to improve the problem-solving ability within your company. Evaluate the cultural m ...

Carefully Aim Before Firing In Toyota’s internal Toyota Way 2001 document they describe problem solving under the broad category ...

developed each quarter. This short-term “fire first and set the target later” approach leads to a “shotgun” effect, resulting in ...

This rigorous questioning often leads to frustration for Americans, who tend to feel that it questions their ability to handle t ...

The following is a typical conversation that might occur, indicating the trap of jumping to solutions prematurely: Manager:We ha ...

is that this group is under the illusion that they’re actually getting “results,” and in fact they may somewhat improve the resu ...

the ability to produce the desired quantity of product, thus causing customer service levels to suffer. To avoid affecting the c ...

It may helpful to think of these relationships in terms of the problem, symp- toms of the problem, and the causes of the problem ...

is the true problem, but if we look further, we find there is an issue having a greater impact (this is assuming that the rule t ...

Taking a larger view opens the possibility of solving the true problem by correcting causes in addition to the ones initially i ...

Sensei:I am sure it breaks down, but I am still not sure it is the real problem. Engineer (a little angrily):Itisthe problem. I’ ...

Engineer:Every half hour, but you can’t change that without causing a large problem with the employees. They all agreed on a hal ...

Therefore: The line stops. The robot breaks down. Start with the perceived problem and work up to find the true problem. Once th ...

the same, the future results are more predictable (not likely to get worse) and the consequences of inaction (which is always a ...

Figure 14-7 shows the detail necessary to understand the daily characteris- tics of the problem. The performance of this fabrica ...

Collecting data is an important part of the philosophy of building a culture to stop and fix problems, as described in Chapter 8 ...

performance indicators. For example, an inability to meet customer demand will also be reflected in additional overtime, missed ...