Telling the Problem-Solving Story
Toyota associates learn that the problem-solving process is like telling a story.
Every good story has an introduction or lead-in, character development and
substance in the middle, a conclusion, and perhaps a hint of a sequel. The prob-
lem-solving process has distinct chapters or steps. And like a good story, a good
problem-solving process will flow smoothly between each step, with a clear con-
nection from one to the other. The completion of one step will lead to the next
step, and there will be no break in the continuity. Here are the “chapters” of the
problem-solving story:
◆ Develop a thorough understanding of the current situation and define the
problem.
◆ Complete a thorough root cause analysis.
◆ Thoroughly consider alternative solutions while building consensus.
◆ Plan-Do-Check-Act (PDCA):
● Plan: Develop an action plan
● Do: Implement solutions rapidly
● Check: Verify result
● Act: Make necessary adjustments to solutions and action plan and
determine future steps
◆ Reflect and learn from the process.
There may be additional information contained in the story, but it will gener-
ally fall under one of these categories. As with good stories, each problem-solving
Chapter 13. Problem Solving the Toyota Way 313Issue Typical Scope Examples Implementation Process
Small-size
issues,
virtually
unlimited
quantity, low
difficulty to
resolveIssues that
appear
repeatedly
throughout the
day. May cause
small amounts
of waste every
cycle. Range in
opportunity
from very small
to fairly
significant.- Elimination of
minor issues and
waste - Small continuous
improvement such
as 5S, visual
factory, or
improvement of
standardized work - Andon process to
stop the line and fix
problems
immediately- Primarily an individual
effort - May be a joint effort or
small team - Generally initiated by
individuals or small teams - Supported largely by
direct supervisor - Payment award and
implementation through
the suggestion program
- Primarily an individual
Table 13-3. Toyota Approach to Small Issues