Page 102 - The Toyota Way Fieldbook

Chapter 4. Create Initial Process Stability 79

Reflect and Learn from the Process
1. Develop a current state map of your operation. The primary
purpose is not to complete a map, but to see what is actually
happening in your organization.
a. List at least 50 examples of waste that you observed while
developing the map. At this time do not be concerned
with “fixing” the problems you see. Simply look and notice
the opportunities.
b. If you cannot identify at least 50 examples, walk through
the process again, taking more time to stop and observe
(repeat as necessary).
2. Identify one specific operation from your current state map
where you believe the greatest need for improvement exists.
a. Complete the “stand in the circle” activity at this opera-
tion for at least two hours or more (longer is better).
b. List at least 50 examples of waste within this single oper-
ation. This should be a simple task. If you have trouble
identifying 50 items, you’re overlooking many examples
of waste. Take time away from the process; then return
with a fresh mind. Begin with the most obvious examples
(big waste), and then become more focused on smaller
and smaller examples of waste. If 50 examples is a simple
task, keep adding to the list until you are challenged to
find additional examples. This is when you will develop
your powers of observation.
3 Identify indicators of instability in this one operation (chaos,
variation, firefighting, inconsistent performance). Do not think
about why these conditions exist or how to correct them. The
purpose is simply to observe the current condition.
a. Make a list of the indicators of instability that you observed.
b. Separate the list into two categories based on whether the
instability is caused by external issues (customer demand
and product variation) or by internal issues (changes made
that are within your control).
c. Review the suggestions in this chapter and determine the
strategies and lean tools needed to address the issues.