Page 239 - The Toyota Way Fieldbook

Chapter 9. Make Technology Fit 215

In late 2002 the SE and DA draft process was completed, and in early
2004 a pilot was selected and implemented. The initial process focused
on the business process and behavioral aspects —not technology.
Digitized photos of the parts were pulled into CATIA, and digital
models of each station were created. Participants included all
Engineering/Design areas, Advanced Manufacturing, Procurement
and Material groups, representatives from the manufacturing plants,
Quality Groups (Service, Warranty, Error Proofing), Ergonomics and
Safety, and Industrial Engineering. The activities started several months
prior to design freeze and continued up to the initial prototype builds
(three phases). The events were very intense, and over 2,000 issues
were generated in the pilot. An issues-management process was
started immediately at the same intense level to record any issues
observed and assign strict responsibility for their resolution by specific
dates.
Initial metrics looked promising. The prototype builds for the pilot
went more smoothly than usual—several significant issues were dis-
covered and countermeasured prior to the start of prototype. The
issues curve for the pilot was initiated almost nine months earlier than
in previous programs. As of this writing, it was too early to have data
on lead time and other performance metrics, but everyone agreed
that many problems were resolved very early and launch would be
much smoother.
What is interesting about this case is that AmCar was a leader in the
use of CATIA technology, and as noted earlier, even Toyota was getting
nervous. Yet they then fell significantly behind Toyota in the actual
use of the technology. Some of the lessons that AmCar learned with
the help of their recruits from Toyota were:
1. An effective process should be supported by the technology
instead of trying to replace the process with the technology.
2. Build discipline through other standardized activities, then apply
the discipline to the process.

3. Cross-functional involvement and input at the lowest decision-
making level will lead to better use of the information made avail-
able by the technology.
4. Create a pilot/learning line to simulate results: test, test, test, then
roll out.
5. Create a pull from senior management through results and support-
ing data.

6. Continue to kaizen the process.