Page 333 - The Toyota Way Fieldbook

308 THE TOYOTA WAY FIELDBOOK

The problem-solving methodology is a skill that runs deep and strong at
all levels of the organization within Toyota and across all functions, from man-
ufacturing to purchasing to sales and the rest of Toyota. The basic method is
learned in training classes, but the real learning comes from daily practical
application, continued use, and evaluation by others in the organization.
Technically, the methodology is fairly simple and does not require complex
statistical analysis tools. Because of it’s simplicity the method can be embraced
and executed by all Toyota personnel regardless of education or previous
experience. Toyota uses advanced statistical analysis in certain situations, but the
day-to-day use of problem-solving is straightforward. This method may appear
too simplistic to individuals trained as Black Belts in the Six Sigma process,
but there is an elegant beauty to it. For one thing, the issues encountered by
most associates on a daily basis require only basic analytical skills. More com-
plex techniques are unnecessary and often confuse people who have a prob-
lem but are not trained in the methods. In addition, the process at Toyota can
be applied rapidly, while Six Sigma and other similar processes tend to be lengthy
and laborious.
This process may occur in a very short time frame (less than one minute) or
may take months or even years. From the moment an operator discovers a prob-
lem on the line and signals the need for support (by pulling the andon cord, as
described in Chapter 8), until the problem is controlled and corrected, may be
less than one minute. At the other end of the spectrum is long-term strategy
development, preparing a new product launch, process improvement, and policy
deployment.
Calling this process “problem solving” may be a misnomer, since the process
goes well beyond the basics of solving problems. This method encompasses a
critical and logical thinking process. It requires thorough evaluation and reflec-
tion (genchi genbutsu and hansei), careful consideration of various options, and
a carefully considered course of action, all leading toward measurable and sus-
tainable goals.
With repeated use and practice, this process becomes second nature and is
used in virtually every situation in which improvement is desired, when new or
modified processes are added, and even as a framework for the development of
a lean implementation process. Here are just a few of the situations for which
this process can be used:

◆ Correcting weakness in skill levels and development of a training plan
◆ Purchasing new equipment
◆ Cost reduction activities
◆ Team improvement activities (Quality Circles, kaizen events)
◆ Improving productivity and process flow
◆ Annual planning and strategy development