is that this group is under the illusion that they’re actually getting “results,” and
in fact they may somewhat improve the results. But it’s a case of focusing on the
nickels (small causes) while the dollars (major causes) fly overhead.
Find the True Problem to Get the Most Significant Results
When beginning the process of identifying the true problem, it’s a challenge to
find the issue at the most significant level. Often a problem is perceived based
on personal experience, but this may only be “a problem” rather than “the prob-
lem.” If we ask, “What is your main problem?” the answer is likely to be an issue
that is most present and frequently experienced by the person being asked. For
example, an operator who experiences a persistent problem every day will likely
perceive it to be “the problem.” In addition, a person’s role in the organization
tends to skew the importance of an issue for him or her. Those in the accounting
department, for example, tend to see cost issues as the most important. Those
in purchasing often believe that vendors are the primary concern, and engineers
tend to focus on equipment-related issues.
Toyota refers to the Five-why process (explained later) as a “causal chain,”
because the problems and their causes are linked together in a series of single
and branched chains. In an attempt to identify “the problem,” people often enter
the causal chain at the problem perception point, or the “point of recognition,”
rather than at the level of the true problem. They have identified what they
believe the problem to be, but they may be further down the causal chain rather
than at the top, where the true problem resides. Finding the true problem is
based on understanding its effect at the highest level, where the full impact of
the issue is experienced.
When identifying any problem, Toyota views it in the context of the primary
performance measures, which are safety, quality, productivity, and cost (Figure
14-1). These measures are inherently linked to one another, and it’s not possible
to negatively impact one of the measures without also negatively influencing
another. For example, if a defect affects quality performance, it may also affect
Chapter 14. Develop a Thorough Understanding 327TRAP
It’s easy to confuse activity with results. A poorly defined problem
and a rush to solution and action lead to activity without achiev-
ing the desired results. If you desire to maximize your return, a
focused effort on a clearly defined problem followed by a thor-
ough analysis will lead to significant results.