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

ologies, rather than focusing on mindless application of lean tools [kan-

ban, 5S (see page 64), etc.].

2. An unwavering acceptance of all aspects of the lean process, including
   those that produce undesirable short-term effects. This prevents “cherry
   picking” only those elements that do not push beyond the comfort zone.


3. Carefully conceived implementation plans that contain a systematic,
   cyclical, and continuous eradication of waste.

Chapter 3. Starting the Journey of Waste Reduction 35

TRAP

We often tour plants that have put in place beautifully laid out

cells, without a deep understanding of the purpose. In one exhaust

system plant a cell assembled a complete muffler out of an assort-

ment of parts. It was a “one piece flow.” Unfortunately, when we

happened to tour the plant certain operations had gotten ahead

of others, and they did not have space for the subassemblies they

were building. So they began to pile them up on the floor. Rather

than stop producing, they continued to overproduce and pile

parts on the floor. The plant manager smiled nervously and said,

“We try to train them but they do not understand the concept of

one piece flow.” He went over and yelled at the offending worker,

and then we continued walking. This indicated a lack of clearly

defined procedures (standards), an unwillingness to deal with

uncomfortable situations, and a lack of “stop and fix problems

immediately” mentality. The plant manager did not truly under-

stand or embrace the philosophies of the Toyota Way. He had

gotten the form but not the substance of flow.

Toyota has identified seven major types of non-value-adding activities in
business or manufacturing processes, which we describe below. You can apply
these to product development, order taking, and the office, not just a produc-
tion line. There is also an eighth waste, which we have included in our list.

1. Overproduction. Producing items earlier or in greater quantities than
   needed by the customer. Producing earlier or more than is needed gener-
   ates other wastes, such as overstaffing, storage, and transportation costs
   because of excess inventory. Inventory can be physical inventory or a queue
   of information.


2. Waiting (time on hand). Workers merely serving as watch persons for
   an automated machine, or having to stand around waiting for the next