Page 456 - The Toyota Way Fieldbook

426 THE TOYOTA WAY FIELDBOOK

Reflection Activities
Most of the readers of this book will be part of organizations that
have done something with lean in the past. Many will have done
quite a bit over a number of years. For those with some experience
we would like you to reflect on where you have been and then
develop a plan for what you should be working on next in the
“process level” of the 4P model. For those complete novices here
is an opportunity to work out a plan. This is a reflection that will
need to be done together with a team from your organization—
a team of decision makers that can legitimately set a direction for
your lean initiative.
1. Take some time to list the process improvement activities you
have worked on in the name of “lean.”
2. Classify the most important lean activities in the 2 x 2 matrix
of Figure 19-11. Where has most of your activity been located?
3. Now classify the most important lean activities in the matrix
in Figure 19-11. Where has most of your activity been located?
4. Now think about how you can build on what you have accom-
plished. Where should you go next in the models in Figure
19-10 and 19-11? For example, if you have mostly focused on
tools or hot projects it may be time to undertake a value stream
model line. If you have a good deal of experience on the left
side of Figure 19-11—the tool side of the matrix—it may be
time to work on the people development side. Note the les-
son from Denso that working on the people side still means
involving people in concrete improvement activities at the
process or value stream levels.
5. Develop a high-level work plan. You can use as a framework
the simple conceptual diagram in Figure 19-10 with some
rough dates.