Page 451 - The Toyota Way Fieldbook

Chapter 19. Lean Implementation Strategies and Tactics 421

Awareness sharing
Threatening image to show awareness
in order to promote improvement.
Build a fellowship
With team members’ or organization
Passionate image that upsurges people’s awareness, everyone will share
the sense of connectedness “what the issues at job site are.” It is a very
through improvement significant leader’s role and will lead to
value of the job site.
The fellowship is formed
naturally if people share the Improve them yearly in terms of what the
awareness. Greeting will take mission is and how to depict them in
place naturally through the numerical value. If the activity achieves the
fellowship and with a sense of level that they can compare horizontally at
connectedness. the job site, the mood will be created at the
job site that whether they are superior to
others and working harder.

Improvement awareness
enhancement
Cosmic image with infinite improvement
“Horizontal” communication
Humans want to be creative. It is very
Warm job site image with active communication due to important to put the idea into action, instead
improvement of merely suggesting the ideas.
Effective explanation to the associates refers to how close the point It will lead them to think worth working
of view between supervisor and the associates. Thus, it is called since their own abilities develop with the
horizontal communication, instead of top-down consequence of the improvement. The basic
of worthy to work

Figure 19-12. Symbol for Denso’s Efficient Factory activity

the walls of one of the great pyramids. Though the EF symbol looks
intriguing, its meaning has nothing to do with advanced manufacturing
technology, but everything to with people and philosophy. This
symbol is also called the “Takahashi Triangle” after Denso chairman
Takahashi, who retired as a Toyota senior executive. Driving it hard
through DMMI is its President Akio (Alex) Shikamura, a true disciple
of TPS. Certainly having a true believer at the top has been a key
driver for deep change.
It is called EF Activity, not EF Program. What activities did DMMI begin
in the name of EF? In the past they had many excellent technical
programs to improve performance, including engineering-led kaizen
through 1996, Total Industrial Engineering (TIE) from 1996 to 1997,
and TPS concepts in 1998 (small lots, kanban). From 2000 to 2003
DMMI realized they needed more team member involvement so they
created a program called WOW (wipe out waste). And each program
had a major impact on manufacturing performance. But still, they
realized they were significantly behind Toyota plants. So in 2002 they
started EF activities with the following purpose: