for others reviewing the activity. The general idea is that if the desired results have
been achieved, the action plan and its execution must have been good, and under-
standing every detail is not necessary. (There is no need to verify the thinking
process if the desired results have been achieved.)
Do: Implement Solutions
Finally you can do something. You have arrived near the finish line. But you
still may not be finished. It is common to implement a solution and then find,
upon completion, an additional opportunity for improvement. This phenome-
non occurs because it’s not always possible to see further possibilities until ini-
tial steps are taken. Imagine yourself looking at a staircase. If you look straight
ahead, it’s only possible to see the step right in front of you (straight ahead). If
you step up one stair, your view now changes to the next level as well. This con-
tinual climbing and revealing of the next step is the process of continuous
improvement (see Figure 20-8).
Given this phenomenon, and the perpetual nature of continuous improve-
ment, one might ask, “When is a project complete?” The answer lies in the suc-
cessful achievement of the goal as established in the problem statement. If the
problem is solved (as defined), the activity is officially completed. Toyota, how-
ever, will continue to make small improvements by actively pursuing all issues,
at all levels, all the time (described in Chapter 13). The responsibility for sus-
taining the results would be passed to the people responsible for the work area.
At times the solution to one problem will “create” a lesser problem, requir-
ing a modification. The implementer must continue to observe, and to correct
until the process performs as planned.
Check: Verify Results
If you’ve tested your ideas as part of the selection of solutions, you have
already confirmed the effectiveness, and verification of improvement has already
368 THETOYOTAWAYFIELDBOOK
Week 1 Week 2 Week 3 Week 4
Temporary cleaning during breaks and lunch ST M. Scarpello
Tape boxes to machine to collect dirt ST D. Danis
Reduce walk time- relocate material and inspection LT D. Spiess
Repostion start button LT M. Kissel
Build skirt around tables to reduce cleaning LT M. Nicholson
Add dust collection bin to machine LT P. Kenrick
Modify 4 machines to catch dirt (1per week) LT B. Costantino
Key: Start Finish Progress CheckAction Item Short-TermLong-Term ResponsiblePerson ScheduleFigure 17-1. Summary action plan