solutions. But first, ideas that won’t effectively work as countermeasures should
be removed from consideration.
During the brainstorming process, many wacky or impractical ideas may be
presented. This is true by design since a rule of brainstorming is that “there is no
bad idea” and ideas suggested should not be evaluated until the brainstorming
is complete. While a quantity of thought-provoking ideas is desirable during the
brainstorming session, not every idea deserves consideration as a viable solu-
tion. Those ideas that don’t should be removed from the list by either eliminat-
ing them outright or combining similar concepts into a common one. A short list
of ideas can then be evaluated.
Our four criteria can now be put to use in evaluating this short list of solu-
tions that can possibly solve the problem:
- Is it within your control to implement? (Can you do it without outside
support?) - Is it possible to implement the solution quickly? (Today is best.)
- Is the solution a simple one?
- Is the solution low cost, or even better, no cost?
- Will the solution be effective as a countermeasure?
Each of these evaluation criteria is interdependent, and it’s usually not pos-
sible to meet one without meeting the others. For example, a solution may be
identified that involves purchasing a new machine (“If we had that machine, we
could make more parts”). This solution would violate four of the criteria. It’s
unlikely that the purchase of new equipment is entirely within your control.
Even if it were, the solution could not be implemented quickly and it’s certainly
not low cost or simple to do.
If the evaluation criteria are utilized, a pattern of certain types of solutions will
begin to emerge. The types of solutions often considered first at Toyota are
methodology changes. It is easy to change the method of work. Simply ask the
worker to change the way the work is done. The control of work methods is gen-
erally within the direct supervisor’s realm. The cost of changing work methods is
minimal—–it may require a new table, tool, fixture, etc.—and it can be changed
immediately!
358 THETOYOTAWAYFIELDBOOK
TIP
There is a tendency toward “fancy” or “high-tech” solutions to
problems. Invariably the latest technology or machine is sug-
gested. In rare cases the technology is needed; however, while
waiting for the “ultimate” solution, consider a short-term
improvement that can be implemented immediately.