Page 197 - The Toyota Way Fieldbook

Chapter 8. Build a Culture That Stops to Fix Problems 173

Philosophy
Low Unit Cost

Performance Measures Principle
Run rates, Line output Increase production by
never stopping the line

Strategy
Control quality through
inspection and
containment

Tools Method
Repair stations, six- Correct problems
sigma, SPC "off line"

Reason
Stopping the line
prevents "hitting the
numbers"
Result
Problems
Control Method Effect
continue, added
Added layers of Reluctance to identify
cost to correct
inspection problems and solutions
later, quality
are not explored
control becomes
"police"

Figure 8-1. Traditional method of correcting problems

seems to be the scapegoat. How do you change a culture? How do you change
the habits that have been developed since the inception of your company?
Changing a culture is a challenge. Before you run out and start creating a
culture, understand that cultures don’t just happen. Cultures are created over
time. They arise out of need, in response to the system that exists to support
them; or if there is no support structure, the culture that develops is one of self-
sufficiency, “Every man for himself.”