In addition, Toyota teaches basic problem-solving skills to all employees so
that everyone becomes a problem solver. With thousands of people solving prob-
lems on a daily basis, Toyota can effectively leverage its people resource. For most
issues encountered daily, the basic methods are sufficient. More complex tech-
niques are unnecessary and often confuse people dealing directly with the prob-
lem. Problems of a more complex nature require a higher degree of skill, and mem-
bers of management are trained via Management Kaizen events. The case at the
end of this chapter on the Toyota Georgetown, Kentucky Plant illustrates the
breadth and depth of kaizen activities across the organization.
Tables 13-1 through 13-3 summarize the characteristics of the three levels of
issues, the typical scope of the specific issue, examples of each, and implemen-
tation methods.
312 THETOYOTAWAYFIELDBOOK
Issue Typical Scope Examples Implementation Process
Large issues,
low quantity,
high
complexity
and difficultyIssues that
effect the entire
organization,
plant, or
department- Annual planning
- New model launch
- Interdepartmental
issues - Product
development- Management kaizen
training - Cross-functional teams
- Department/Plant
management - Initiated and supported by
plant management
- Management kaizen
Issue Typical Scope Examples Implementation Process
Medium-size
issues,
moderate to
high quantity,
medium
complexity
and difficultyIssues similar to
typical Six
Sigma projects
or kaizen
events. May
affect the group
or department.- Development of
new processes - Procurement of
new equipment - Significant safety,
quality, production,
or cost issues- Departmental, cross-
functional team
(production, maintenance,
engineering) - Intergroup team
(members of same group) - Quality Circles
- Small teams or individuals
- Supported by supervisor
or department manager - Possible payment award
through the suggestion
program
- Departmental, cross-
Table 13-1. Toyota Approach to Large Issues
Table 13-2. Toyota Approach to Medium Issues