374 THETOYOTAWAYFIELDBOOK
a. Do you find that many items are implemented but the
desired results are not achieved?
b. What part of the process is being missed that causes this
situation? Look specifically at whether the problem was
clearly identified and root causes were determined, or
whether people just started “shooting” at the problem.
c. Were both short-term temporary and long-term permanent
solutions used appropriately?
3. For the problem you’ve been working on, complete the follow-
ing activities:
a. Make sure that defined results are predicted for each action
item. This includes the specific measurement and amount.
b. Develop an action plan that includes both short- and
long-term countermeasures as appropriate.
c. If the solutions require significant effort, break the activity
down into quartiles, with specific actions and expectations
for completion during an incremental time period. For
example, a one-month activity can be broken down into 4
one-week portions each having a defined expectation for
completion.
d. Clearly define who, what, when, and if necessary how
each action item is to be completed.
e. As part of your action plan, define who will support the
transition from the old way to the new way. Someone
needs to be in the work area during the change to ensure a
smooth transition.
- Prior to implementation, determine how the effectiveness of
each action item will be measured.
a. Verify that a preimprovement baseline measurement is
completed.
b. Determine a measurement process and verify that results
are being captured correctly.
c. Chart the results in the work area and review with every-
one regularly.
d. Monitor the process regularly and determine whether
adjustments to the plan are necessary (if you are not get-
ting the planned results).
- After the problem-solving process is “completed” (continuous
improvement implies that improvement is never complete,
but at some point you move on to other issues), identify
appropriate future steps.
