Page 339 - The Toyota Way Fieldbook

314 THE TOYOTA WAY FIELDBOOK

process is somewhat different, but overall, the basic structure of the process is
the same.
In Chapters 14 through 17, we’ll go into detail about each chapter of the
problem-solving story and developing a thorough understanding of PDCA. You
will notice that Chapter 14, which focuses on understanding the current situation
and defining the problem, is the longest, and subsequent chapters get shorter.
This reflects the importance and level of effort in each of these phases. Getting
the problem right is the most important and should be where most of the effort
is made, since doing a great job of solving the wrong problem has little long-
term impact. Yet in most problem-solving activities we have noticed, people are
more than happy to accept a superficial definition of the problem and launch
into brainstorming solutions. This brainstorming is the fun and exciting part, so
we want to get to that quickly, but it’s also the easiest part. Toyota’s practical
problem-solving methodology is a disciplined process and does not always
come naturally. It requires stepping back and thinking deeply before charging
into solutions and implementation.

Case Study: Kaizen at the Toyota Georgetown Plant
Toyota’s first wholly owned assembly plant outside of Japan in
Georgetown, Kentucky originally built only the Camry and has expanded
greatly. This plant became the site of thousands of pilgrimages to see
true TPS right here in our own backyard. The plant from the start began
racking up J.D. Power awards that hang from the rafters, practically
hiding the ceiling.

Georgetown started out as a large site, building engines, stamping,
welding, painting, molding plastic bumpers and instrument panels,
and assembling cars. It grew quickly as the Avalon and Sienna minivan
were added, then the minivan was moved out and the Solara coupe
was moved in. Through volume changes, model changes, equipment
changes (e.g., a completely new body shop), and growth, it has been
a busy place with little time to catch a breath. Combined with the fact
that it is a favorite recruiting ground for companies that want to hire
away Toyota-trained employees, it has been a challenge to maintain
the lofty expectations of the plant. By 2004 the site was up to 7,800
employees, which managers felt was beyond the size where commu-
nication is truly effective. They had to switch from thinking of it as a
town to thinking of it as a big city with a lot of little neighborhoods.
The growth and losing managers led to tremendous pressure by
2000, as the J.D. Power awards became few and far between and
cost pressure from the low-wage countries China and Korea pushed
the plant into radical kaizen. While kaizen was part of the culture of