Page 386 - The Toyota Way Fieldbook

Chapter 16. Consider Alternative Solutions 359

TIP
Do not solve a five-cent problem with a one-dollar solution.
(This is the fastest way to go out of business!) The advantage of
solutions that are simple and low cost is that less significant
causes (of which there are many) can be corrected in a cost effec-
tive manner. This improves the return on investment (ROI). It is
better to spend five cents on a one-dollar problem!

TRAP
Solutions that require follow-up or input from others will extend
the time before a benefit can be captured. In many cases solu-
tions of this nature will require several weeks before a conclusion
is reached. Always challenge the problem solver to implement
an immediate improvement, while the ultimate solution is in
progress.

Develop Consensus

Using the above four evaluation criteria will considerably narrow the list of
possible solutions. It will make it easier to develop consensus on the best pos-
sible solution because of fewer choices, and personal bias and subjectivity that
might influence the choice of the best solutions are removed. Now, if the choice
is narrowed to two or three possibilities and it’s not possible to reach consensus
on one of them, proceed to the next step: Test each idea to prove its effective-
ness so the merits and demerits of each will be apparent. In most cases, testing
will reduce the possible solutions to the best one, making it easier to reach con-
sensus.
It should be noted that “consensus” does not imply complete agreement with
the proposed solution. We often hear managers discussing the difficulty of getting
employees to “buy in” to the changes. This is a misguided belief that it’s neces-
sary for everyone to agree and want the change. In fact, consensus means that
everyone agrees to accept the proposed solution, even if they don’t believe it’s the
best one. Any disagreements regarding “my way” versus “your way” are easily
resolved by agreeing to try both methods and then let everyone see “the best.”
There are a few exceptions where a clear winner is not obvious, in which case a
vote or similar method can be used to determine the preferred choice.
The model of continuous improvement suggests that all things will continue
to evolve, so any idea implemented today may be changed tomorrow. Generally,