The kaizen project approach uses several specifically selected lean tools to
address the exact process improvement purpose. Many of the problem-solving
methods described in Chapter 13 are process improvement approaches. In that
chapter we noted there are approaches to solving small, medium, and large
problems. The medium problems are typically addressed by kaizen events or as
Six Sigma projects outside of Toyota, as depicted in Figure 13-2 in that chapter.
And Tables 13-1 to 13-3 show a variety of different approaches that Toyota uses for
process improvement projects, including various types of cross-functional teams,
Quality Circles, work groups under a group leader, and others. Depending on the
project, these can be handled in different ways. It might be a very formal project
assigned to a cross-functional team. It could be an assignment to an engineer who
will pull together an ad hoc team. It could be a kaizen activity done by a work
group with little outside help.
There are some common characteristics of these process improvement activ-
ities at Toyota:
- They are generally driven by hoshin kanri(policy deployment) objectives
for the site that are linked to the site improvement objectives, which are
linked to improvement objectives all the way up to the president of the
company. - The process improvement project follows the steps described in Chapters 13
to 17. Ultimately, it will look like the problem-solving A3 report described
in Chapter 18. It may be displayed on a board or a wall or actually on an A3
report, but all the elements will be included (problem statement, improve-
ment objectives, alternatives considered, selected alternatives, justification,
results, additional actions to be taken). - It will follow the Plan-Do-Check-Act cycle.
- It will be part of an organizational learning process, with key learning
shared across the organization.
Hot Projects Approach
Every operation has some immediate and severe pain which eliminated making
the problem solvers instant heroes. It could be a bottleneck operation that is
constantly holding up schedule attainment. It could be major equipment that
breaks down at the most inopportune times. Or perhaps quality problems lead
to whole groups set up to do nothing but inspection and rework.
Someone well trained in lean thinking and problem solving is well-equipped
to quickly reduce this pain. In some cases companies use the one-week kaizen
workshop as an approach to quickly analyze and solve these types of problems.
As Figure 19-2 summarizes, there are both strengths and weaknesses to the hot
projects approach.