Page 344 - The Toyota Way Fieldbook

Chapter 13. Problem Solving the Toyota Way 319

called “cost competitiveness through line simplification,” was
initiated at Georgetown. Many things were done to reduce the
gap. One was the use of a procedure developed in Georgetown
called “process diagnostics.” This was a checklist process in which
the total workplace of the operator is assessed and points are
assigned to many aspects (part presentation, ergonomics, tool
reach distance, lighting, safety, etc.). It was based on a model of
an ideal workstation from the operator’s perspective. By scoring an
operation, the analyst gets a clear idea where there are opportunities
for improvement and can measure progress as changes are imple-
mented. A separate conveyance diagnostics instrument was developed
to evaluate the conveyance process. These procedures are conducted
weekly by the team leader (one process per week is confirmed in
this way). This is not creating the process, but confirming that it is
still working. It is initially also used to set up the process. Through
repeated kaizen, the number of processes needed for the Camry
(over one launch) was reduced from 628 in final assembly in 2001
to 454 in 2004.
◆ A medium-sized project focused on quality and cost in the paint
shop, which has two full paint booths—one for Camry and Avalon
(Assembly Line 1) and one for Camry and Solara (Assembly Line 2).
In all, 730 people worked in the paint booths. The department
hoshin focused on safety, environment, people development, and
special productivity projects. From 2000 to 2004 intense kaizen
activities were initiated. This four-year process started with trainers
from Tsutsumi coming to the plant, then Georgetown managers
and engineers participating in floor activities in Japan. By then,
from 2002 to 2003, the hoshin required practical kaizen activities
led by managers. One set of projects focused on motion kaizen,
and over four years, the number of processes was reduced by 76,
which put the Georgetown plant at a labor productivity level
comparable to the sister Tsutsumi plant. In 2004 the focus was
on how to drive all of the hoshin internally, becoming self-reliant
from Tsutsumi.
◆ A more focused quality activity in paint, not based on benchmarking
Tsutsumi, was a “zero paint seed” activity. Paint seeds are a common
problem when dust gets on the body and paint surrounds it, forming
a dust speck in the paint. This must be removed by hand. For the
top-coat paint process, 180 items were identified as the main control
items for the whole paint shop. By creating a clean mix room, check-
ing items on a checklist, and root cause problem solving, quality
defects were reduced by 50 percent. For example, for repairing seeds
not caught in inspection they used orbital sanders, which actually