426 THETOYOTAWAYFIELDBOOK
Reflection Activities
Most of the readers of this book will be part of organizations that
have done something with lean in the past. Many will have done
quite a bit over a number of years. For those with some experience
we would like you to reflect on where you have been and then
develop a plan for what you should be working on next in the
“process level” of the 4P model. For those complete novices here
is an opportunity to work out a plan. This is a reflection that will
need to be done together with a team from your organization—
a team of decision makers that can legitimately set a direction for
your lean initiative.
- Take some time to list the process improvement activities you
have worked on in the name of “lean.”
- Classify the most important lean activities in the 2 x 2 matrix
of Figure 19-11. Where has most of your activity been located?
- Now classify the most important lean activities in the matrix
in Figure 19-11. Where has most of your activity been located?
- Now think about how you can build on what you have accom-
plished. Where should you go next in the models in Figure
19-10 and 19-11? For example, if you have mostly focused on
tools or hot projects it may be time to undertake a value stream
model line. If you have a good deal of experience on the left
side of Figure 19-11—the tool side of the matrix—it may be
time to work on the people development side. Note the les-
son from Denso that working on the people side still means
involving people in concrete improvement activities at the
process or value stream levels.
- Develop a high-level work plan. You can use as a framework
the simple conceptual diagram in Figure 19-10 with some
rough dates.
