Toyota Way Fieldbook : A Practical Guide for Implementing Toyota's 4Ps

is the true problem, but if we look further, we find there is an issue having a greater
impact (this is assuming that the rule to never knowingly pass a defect to the next
process is followed). Quality is a causal factor for poor productivity.
This thought process is depicted in Figure 14-4. The problem is perceived at the
point of recognition (where the problem is “found”). To consider this “problem” in
a larger context, we would use a statement such as; “We have this problem, there-
fore, this happens.” For example, suppose that the perceived problem is a machine
malfunction resulting in scrap parts. The statement would be, “The machine mal-
functions, therefore the part is scrap.” Continuing this line of thinking we state,
“The part is scrap, therefore we are losing production capacity and increasing cost.
Therefore, we are not able to meet the production requirement,” or, “Therefore our
cost it too high.” At this point we begin to understand the greater significance of
the true problem.
If we do not consider the situation in a larger context, we may limit the pos-
sible solutions as well and the total impact of solving a larger problem.Thinking
in this way allows us to identify the true problem and thus provides three distinct
advantages:

1. Ensuring that the most significant opportunity has been captured maxi-
   mizes results with minimal effort.

330 THETOYOTAWAYFIELDBOOK

PROBLEM

(ReducedProductivity)

AS A RESULT OF

THE PROBLEM

SYMPTOMS:

IncreasedCost,

Poor Customer

Service

Quality

(Scrap and Rework)

Quality Issue

Causes

Figure 14-3. Problem symptoms versus root causes