Chapter 8. Build a Culture That Stops to Fix Problemstypically walk downstream on the line to verify that the problem has not
escaped to the customer. Stopping the line effectively controls the spread
of the problem. This is the key point of the system—stop the line until the
problem is effectively controlled or corrected. Stopping the line is a major
decision and doing so will bring immediate attention to the problem. This
is exactly the point. In traditional environments stopping the line will
cause negative attention and is avoided, or if possible is done without
bringing attention to the situation. The Toyota Way, in a sense, “cele-
brates” the fact that the problem has been forced to the surface, and
everyone is encouraged because it can now be corrected. This is not to say
that Toyota is happy when people make mistakes, but that when the
cause of the mistake is found and eliminated, everyone understands that
over the long term the process will be more robust.
5. Containment. The leader must identify the source of the problem so it
can be contained. In the case of quality problems, the leader would begin
to systematically walk the line to attempt to identify the source of the prob-
lem. Familiarity with the process aids in this procedure. For example, if a
certain part is improperly installed, the leader can go directly to the oper-
ator who installs the part to find the origin. If the problem is random or
sporadic, the leader must trace back at each operation until the source is
located. If a defect occurs randomly, a decision may be made to restart the
line while the search for the source continues. This decision is generally
made by the group leader or above, and would be based on the severity
of the problem.
Another purpose of the containment effort is to identify the parame-
ters of the problem. When and/or where did it start, and where is the
end? This is important for finding the source, but also for assuring that all
defective parts have been corrected. When a more serious problem is
identified, several leaders respond and each assumes responsibility for a
portion of the containment effort.
6. Prevention. After the problem has been controlled and contained and
production has resumed, the focus shifts to prevention. In some cases pre-
ventive measures are short term in nature, meaning they are temporary
measures until more effective permanent (long-term) measures can be
implemented. The team leader implements these short-term countermea-
sures immediately to prevent further occurrence of the problem. If a long-
term, more permanent solution is necessary, the responsibility for a solution
may be returned to the entire team. All members are responsible for the
development of effective countermeasures. The problem-solving process is
used to find root causes and to determine effective, permanent solutions.