Carefully Aim Before Firing
In Toyota’s internal Toyota Way 2001 document they describe problem solving
under the broad category genchi genbutsu—the actual part, the actual place. The
discipline of carefully observing actual processes directly without preconcep-
tion—with a blank mind—starts the process of truly understanding the problem.
This leads to a thorough explanation of what is happening and its effect on the
area, the team, the customer, or the company and reveals why the problem
deserves attention. The first requirement of problem solving is to determine the
merit of solving the problem. At this stage, all problems can be weighed side by
side, and the most important are tackled first. Lesser problems may be assigned
to small teams, such as Quality Circles, or even to individuals.
There’s a saying that mocks both American and Japanese styles of problem
solving. The Americans say, “Ready, fire, aim,” while the Japanese say, “Ready,
aim, aim, aim, fire.” There is an element of truth in both of these approaches, and
an element of both strength and weakness in each.
Many companies in the United States are so focused and driven by short-term
(quarterly) results that improvement activities are initiated before the situation
is clearly understood. These actions are completed, and a new (90-day) plan isDevelop a Thorough
Understanding of
the Situation and
Define the Problem
Chapter 14
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