Page 199 - The Toyota Way Fieldbook

Chapter 8. Build a Culture That Stops to Fix Problems 175

Case Example: Stopping the Line Is More
Than a Cord with Lights and Bells

By David Meier
The following situation occurred in an automotive assembly plant that
I coached in the lean methods, which was run by one of the U.S.
automakers. This situation was extremely difficult for someone condi-
tioned in the Toyota Way, and I felt severe anxiety. The Toyota Way
conditioning is similar to that of Pavlov’s famous dogs. I have been
conditioned to search out potential problems and to respond when
called. Even though I was not in a Toyota Way facility and was not
responsible for this situation, I responded the Toyota Way.
I realized I had this condition sometime after leaving Toyota. As I tour
other work areas, I am constantly aware of potential problems and
the need to take corrective action even before a “problem” surfaces.
I notice also, with dismay, that the leadership in these facilities seems
“blissfully oblivious” to the conditions around them. We walk past cur-
rent problems and potential problems as if they weren’t there. My mind
is screaming, “Wait, here is a problem. It must be dealt with or the
consequence will be large.” Then I realize that the problem is “cov-
ered” and is lost in the “clouds.” There is no immediate urgency to
correct it. I also realize there are so many problems that I would be
overwhelmed. Then I recognize that leadership is in fact overwhelmed,
and that there is no support structure. Problems happen all around and
people do their best to get through the day. It is then that I truly
understood the value of the Toyota system.
In the course of my consulting and while observing the final vehicle
assembly line (sometimes referred to as the “money line”) in a Big
Three plant, I noticed what appeared to be a tear in the carpet on the
driver’s side floor. I happened to be standing with the supervisor at the
time. My first reaction was to look for a way to stop the line. Of
course there was no “cord,” as there is in Toyota, so I pointed out the
tear to the supervisor and waited for a response. He looked and con-
firmed that in fact the carpet was torn, and did nothing! I was pan-
icked and confused. I asked him what we should do, and he told me
that the problem would be fixed in the repair area. I asked if we
should look for the source of the problem in case it was repetitive and
received a shrug. “They probably already know” was the reply.
This was my first experience with this kind of situation, and I did not
know how to react externally, but internally I was very anxious. This was a
potentially serious problem. At the very least the line should be stopped
and this vehicle should not be completed, because all work done on the
interior after this operation would need to be “undone” at the repair