Page 203 - The Toyota Way Fieldbook

Chapter 8. Build a Culture That Stops to Fix Problems 179

Elevate to higher
level if necessary
Has the problem
Find the source to prevent "escaped" to the
further occurrence customer?
Control
Prevention
Contain Evaluate (Protect the
(Short Term)
Customer)
Team Leader assumes
Elevate
responsibility
Long-Term, permanent
solutions from Operator or
Team Prevention Operator is responsible for
Recognition
(Long Term) detecting abnormalities

Figure 8-3. Toyota problem-resolution cycle

visible standards (see Chapter 6) that are easily distinguishable by everyone.
Let’s say, for example, that an operator is performing a task and realizes
that he or she will not be able to finish it in the prescribed amount of time
(takt time). This will be clear to the operator because the standardized work
is synchronized with the line movement and demarcations on the floor
indicate the step in the job. If the operator passes the line before the step
is complete, he is falling behind and must request assistance.
Let’s look at another example, in this case quality. First of all, if an
employee is to recognize that a defect had occurred, he will need a point
of comparison. You guessed it, a standard. Refer to Chapter 6 for the dis-
cussion on the importance of quality boundary samples. In addition, the
operator may have some latitude to correct minor problems on his own
provided he does not exceed the takt time. These “rules” are also part of
the standard. The rules are an important element of the next step, which
involves a decision on when the operator must make a request for assis-
tance. This must be defined!
2. Elevate. If the condition exceeds the defined span of control of the
employee she must elevate the problem and request support. This is done
by “pulling the cord” or another means to signal the need for assistance.
The andon device is used by Toyota to quickly indicate to the designated
support people (team and group leaders) exactly where the problem is