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

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seems to be the scapegoat. How do you change a culture? How do you change
the habits that have been developed since the inception of your company?
Changing a culture is a challenge. Before you run out and start creating a
culture, understand that cultures don’t just happen. Cultures are created over
time. They arise out of need, in response to the system that exists to support
them; or if there is no support structure, the culture that develops is one of self-
sufficiency, “Every man for himself.”

Chapter 8. Build a Culture That Stops to Fix Problems

Figure 8-1. Traditional method of correcting problems

Philosophy

Low Unit Cost

Performance Measures

Run rates, Line output

Principle

Increase production by

never stopping the line

Strategy

Control quality through

inspection and

containment

Reason

Stopping the line

prevents "hitting the

numbers"

Effect

Reluctance to identify

problems and solutions

are not explored

Control Method

Added layers of

inspection

Result

Problems

continue, added

cost to correct

later, quality

control becomes

"police"

Method

Correct problems

"off line"

Tools

Repair stations, six-

sigma, SPC