Page 337 - The Toyota Way Fieldbook

312 THE TOYOTA WAY FIELDBOOK

In addition, Toyota teaches basic problem-solving skills to all employees so
that everyone becomes a problem solver. With thousands of people solving prob-
lems on a daily basis, Toyota can effectively leverage its people resource. For most
issues encountered daily, the basic methods are sufficient. More complex tech-
niques are unnecessary and often confuse people dealing directly with the prob-
lem. Problems of a more complex nature require a higher degree of skill, and mem-
bers of management are trained via Management Kaizen events. The case at the
end of this chapter on the Toyota Georgetown, Kentucky Plant illustrates the
breadth and depth of kaizen activities across the organization.
Tables 13-1 through 13-3 summarize the characteristics of the three levels of
issues, the typical scope of the specific issue, examples of each, and implemen-
tation methods.

Issue Typical Scope Examples Implementation Process
Large issues, Issues that • Annual planning • Management kaizen
low quantity, effect the entire • New model launch training
high organization, • Interdepartmental • Cross-functional teams
complexity plant, or issues • Department/Plant
and difficulty department • Product management
development • Initiated and supported by
plant management

Table 13-1. Toyota Approach to Large Issues

Issue Typical Scope Examples Implementation Process
Medium-size Issues similar to • Development of • Departmental, cross-
issues, typical Six new processes functional team
moderate to Sigma projects • Procurement of (production, maintenance,
high quantity, or kaizen new equipment engineering)
medium events. May • Significant safety, • Intergroup team
complexity affect the group quality, production, (members of same group)
and difficulty or department. or cost issues • Quality Circles
• Small teams or individuals
• Supported by supervisor
or department manager
• Possible payment award
through the suggestion
program

Table 13-2. Toyota Approach to Medium Issues