Page 349 - The Toyota Way Fieldbook

324 THE TOYOTA WAY FIELDBOOK

TRAP
Avoid the mistake of putting too much effort and expense into
solving insignificant problems. Carefully consider the importance
and value of solving the problem prior to beginning activity. Do
not exert one dollar’s worth of effort to solve a five-cent problem.
If the problem is relatively minor in comparison to other prob-
lems, it can be addressed by the individual or team most affected
by it, rather than by a large team or member of management.

developed each quarter. This short-term “fire first and set the target later”
approach leads to a “shotgun” effect, resulting in bits of improvement here and
there. Often these random improvements are made to issues unrelated to the
situation being addressed. Activities are completed, but the desired condition is
not achieved, and because there was no defined reason for these activities, a
long-term sustainment of “results” is virtually guaranteed to fail.
In contrast, the Japanese (and Toyota) can be painstakingly meticulous in
the initial phase of understanding the situation, which frustrates Americans
who are ready to “get started.” This apparently belabored process is vital to a
successful problem-solving activity for two reasons.
1. Careful consideration must be given to understanding the characteristics
of the problem—by weighing the impact of the problem on customers,
employees, and the company, and finally by deciding if the problem is
important enough to dedicate valuable time and attention to solving. The
inventor Charles Kettering said, “A problem well stated is a problem half
solved.” Put another way, a large proportion of the problem-solving
activity should be devoted to thoroughly understanding the problem sit-
uation, which leads to focusing on the problem rather than its symptoms.
2. Focusing energy and leveraging resources is critical to achieving a higher
level of success with minimal effort. This starts with reaching agreement
with all affected parties on the need to pursue the issue.

Within Toyota, the question, “Why did you pick up this problem?” is often
used. It means, “How did you determine that this problem deserves your time
and attention?” And also, “Why did you choose this problem over the many
other possible issues?” In addition, there is an implied request: “Please explain
your reasoning so I can understand the situation, ensure that you’ve done ade-
quate reflection, assure that we are in agreement and alignment on the issue—
and so I can provide necessary support and guidelines for your process.” There
are many things packed into that one simple question, issues that must be
examined in order to develop a thorough understanding of the situation.