Page 57 - The Toyota Way Fieldbook

Chapter 3. Starting the Journey of Waste Reduction 35

ologies, rather than focusing on mindless application of lean tools [kan-
ban, 5S (see page 64), etc.].
2. An unwavering acceptance of all aspects of the lean process, including
those that produce undesirable short-term effects. This prevents “cherry
picking” only those elements that do not push beyond the comfort zone.
3. Carefully conceived implementation plans that contain a systematic,
cyclical, and continuous eradication of waste.

TRAP
We often tour plants that have put in place beautifully laid out
cells, without a deep understanding of the purpose. In one exhaust
system plant a cell assembled a complete muffler out of an assort-
ment of parts. It was a “one piece flow.” Unfortunately, when we
happened to tour the plant certain operations had gotten ahead
of others, and they did not have space for the subassemblies they
were building. So they began to pile them up on the floor. Rather
than stop producing, they continued to overproduce and pile
parts on the floor. The plant manager smiled nervously and said,
“We try to train them but they do not understand the concept of
one piece flow.” He went over and yelled at the offending worker,
and then we continued walking. This indicated a lack of clearly
defined procedures (standards), an unwillingness to deal with
uncomfortable situations, and a lack of “stop and fix problems
immediately” mentality. The plant manager did not truly under-
stand or embrace the philosophies of the Toyota Way. He had
gotten the form but not the substance of flow.

Toyota has identified seven major types of non-value-adding activities in
business or manufacturing processes, which we describe below. You can apply
these to product development, order taking, and the office, not just a produc-
tion line. There is also an eighth waste, which we have included in our list.
1. Overproduction. Producing items earlier or in greater quantities than
needed by the customer. Producing earlier or more than is needed gener-
ates other wastes, such as overstaffing, storage, and transportation costs
because of excess inventory. Inventory can be physical inventory or a queue
of information.
2. Waiting (time on hand). Workers merely serving as watch persons for
an automated machine, or having to stand around waiting for the next