Any problems are reported to the GL so they can be corrected prior to the shift
start (readiness is very important because of the connected flow). Also, materials
are checked and any shortages or problems corrected. This process is normally
conducted within 30 minutes. (Note: At Georgetown, following extended shut-
downs for holidays, several people came to work the previous weekend to test-run
equipment. It is imperative that the equipment always be ready when needed.)
Team leaders (TL) are an integral part of the preshift preparations, and gen-
erally at least one TL from the group is scheduled to arrive early every day. Areas
with greater amounts of equipment may require additional support during this
time. The team leaders ensure that any sheets needed for gathering production
data are replaced in the work area, and that all tools and supplies are available
to the operators.
Also, the GL and TL each have shift-to-shift logbooks. Because of the time
gap between shifts—two hours between first and second shift, and six hours
between second and first shift—direct communication is not always possible, so
written messages regarding safety, quality, equipment issues, issues or prob-
lems from the customer, and any other information is shared here. (Note: if you
use logbooks, be sure not to put personal or confidential information regarding
employees, or complaints about the work of individuals or shifts, in a place
open to everyone.) Any process-related problems reported by the prior shift are
investigated and corrected immediately. The logbook is a very important com-
munication tool between the shifts.
During the 30 minutes prior to the shift, the GL greets other team members
as they arrive at work and observes any potential issues. Group leaders should
ask each team member in turn how they are doing to detect any problems,
physical or emotional. If some members have not arrived within five minutes of
the shift start, the GL may notify the TL of the need to make some staffing
adjustments.
Creating a Production Leadership Structure
Many people make the mistake of comparing the Toyota leadership structure
with their own, or to that of a traditional industrial organization, and mistakenly
assume that the team leader is “like a floater” or “like a lead man” or “like a util-
ity person.” They also assume that the current supervisors’ duties are similar to
those of group leaders. While these positions do have some similarity, the dif-
ferences are far more significant. The team leader does “float” and fill in for
team members as needed, but only to support standardized work, since stan-
dardized work is not possible if the positions are not filled at all times. A team
leader can perform all jobs in the team, and in that way is a “utility” person. In
fact, team leaders may perform a job due to illness or some type of absence, but