Page 448 - The Toyota Way Fieldbook

418 THE TOYOTA WAY FIELDBOOK

Extended
Enterprise Plan DO CHECK ACT

Enterprise Plan DO CHECK ACT
Level of Implementation
All Plants Plan DO CHECK ACT

Whole Plant Plan DO CHECK ACT

Value Streams Plan DO CHECK ACT

Process
Improvements Plan DO CHECK ACT

Time
Years

Figure 19-10. Sample lean implementation approach

also get a broader set of people involved in experiencing basic lean tools. And
you can solve hot problems and get management attention and resources. The
disadvantage is the very real risk of spreading resources too thin, in which case
nothing gets done well or in a timely manner. You must be aware of this and be
prepared to pull back on some projects if there’s evidence of poor quality work
or significant delays. In this case, pull back the plantwide activities and focus on
the model line.
Note the Plan-Do-Check-Act cycle shown for each level of implementation
in Figure 19-10. Lean implementation is about more than getting money back
for an investment. Companies often invest considerable money in training and
consulting support, and top management asks for the infamous “business
case.” When can we expect a payback? If you run the numbers for this business
case, you’ll probably only get credit with accounting for tangible cost savings.
Mostly this means cutting heads. You might also get 10 cents on the dollar for
inventory savings. The continuous improvement team, or whatever they are
called, is now under the gun and transfers that to the consultants: “We need a
payback in one year.”