Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) Toyota Institute How to Teach TBP Steps
Dec 12, 2015
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only)
Toyota Institute
How to Teach TBP Steps
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only)
Toyota Institute
TOYOTA BUSINESS PRACTICES INTRODUCTION
Emphasize that TBP is a common language and
common business method at Toyota, and it is important for all the Toyota members in all
functions of the company.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 3
Outcome of TBPOutcome of TBP
TBP Provides Growth & Satisfaction
TOYOTA
Toyota MembersCombining our efforts and attaining
mutual growth
Achieving greater challenges Sharing the accomplishments Growing together
Business PartnersMutual trust through successful business
Achieving long-term prosperities Sharing the accomplishments Growing together
OurselvesPersonal growth and accomplishment
Possessing a strong desire to succeed and a drive for continual improvement Seeing a project through to the end Continual growth
Explain that after acquiring TBP knowledge, actual practice is even more
important.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 4
Society and Our Customers
TOYOTA
Toyota Members Business Partners
Ourselves
Outcome of TBPOutcome of TBP
TBP Provides Growth & Satisfaction
The satisfaction of having the best products and services available
The satisfaction of steady company growth and prosperity
Combining our efforts and attaining mutual growth
Mutual trust through successful business
Personal growth and accomplishment
By practicing TBP, we can eventually contribute to
society.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 5
Toyota’s Management
System
PD
CA
1. Toyota Way 2001
PD
CA
PD
CA
PD
CA
PD
CA
PD
CA
2. Toyota Business Practices (TBP)
4. On-the-Job Training (OJT)
Toyota Global ContentToyota Global Content
3. Hoshin Kanri
Emphasize that basic action of the Toyota Way that every
Toyota members should acquire.
By acquiring TBP, you will grow in TW depth.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only)
[Value Base]
Toyota Business Practices [Operation Base]
Toyota Way 2001 Philosophical Value and Beliefs
Manufacturing Sales & Marketing HRM Accounting Purchasing Safety
Functional Toyota Way
[Functional base ]
Practice the Toyota WayPractice the Toyota Way
OS
ApplicationSoftware
+
+
ComputerPerformance
How to Practice TWHow to Practice TW
Any FunctionAny Function
TBP can be used in any function not only in
manufacturing environment.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 7
President
Manager
VP/GM
P
DC
A
P
DC
A
P
DC
A
P
DC
A
P
DC
A
P
DC
A
P
DC
A
P
DC
A
P
DC
A
P
DC
ASpecialist
How to Practice TWHow to Practice TW
Any Job Title / GradeAny Job Title / Grade
TBP can be used at any levels in the company (Although the
scope of the problem is different).
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only)
TOYOTA BUSINESS PRACTICES 8 STEPS
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 9
TBP consist of:TBP consist of: 8 Steps (Concrete Actions & Processes)8 Steps (Concrete Actions & Processes) Drive & DedicationDrive & Dedication
Toyota Way
TBP
Values
Actions
Customer First
Always Confirm the Purpose
of Your Work
Ownership and Responsibility
Visualization (MIERUKA)
Judgment Based on Facts
Think and Act Persistently
Speedy Action in a Timely
Manner
Follow Each Process with
Sincerity and Commitment
Thorough Communication
Involve All Stakeholders
A
C
D
P
1. Clarify the Problem
2. Break Down the Problem
3. Target Setting
4. Root Cause Analysis
5. Develop Countermeasures
6. See Countermeasures Through
7. Monitor Both Results and Processes
8. Standardize Successful Processes
Concrete Actions & Processes Drive & Dedication
1. 1. Overall Image of TBPOverall Image of TBP
Emphasize that all 8 steps are equally important
We should avoid skipping any of
the steps.
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Drive & DedicationDrive & Dedication:
Ex: Breakdown (Step 2) & Genchi Genbutsu etc…
• Motivational GuidelineMotivational Guideline
• Mind-setMind-set
Based on the Toyota WayBased on the Toyota Way
2. 2. Drive & DedicationDrive & DedicationExplain that all the D&Ds are
integrated and related to each other.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 11
1. Customer First
2. Always Confirm the Purpose of Your Work
3. Ownership and Responsibility
2. 2. Drive & DedicationDrive & DedicationTry to make your participants
grasp the essence of what each D&D means.
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4. Visualization (Mieruka)
5. Judgment Based on Facts
6. Think and Act Persistently
7. Speedy Action in a Timely Manner
2. 2. Drive & DedicationDrive & Dedication
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8. Follow Each Process with Sincerity and Commitment
9. Thorough Communication
10. Involve All Stakeholders
2. 2. Drive & DedicationDrive & Dedication
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 14
3. TBP 8 Steps (1 – 5)3. TBP 8 Steps (1 – 5)8 STEPS PROCESSES
Step 2.Break Down the Problem
Step 1.Clarify the Problem
1. Make the commitment2. Set measurable, concrete, and challenging targets
1.Clarify the “Ultimate Goal” of your responsibilities & work2.Clarify the “Ideal Situation” of your work3.Clarify the “Current Situation” of your work4. Visualize the gap between the “Current Situation” and the “Ideal Situation”
1. Breakdown the problem2. Select the problem to pursue3. Specify the point of cause by checking the process through GENCHI
GENBUTSU
1. Consider causes by imagining the actual situation where the problem occurs2. Based on facts gathered through GENCHI-GENBUTSU, keep asking “Why?” 3. Specify the root cause
1. Consider as many potential countermeasures as possible2. Narrow down the countermeasures to the most practical and effective 3. Build consensus with others4. Create a clear and detailed action-plan
Step 3.Target Setting
Step 5.Develop
Countermeasures
Step 4.Cause Analysis
AGAIN, emphasize thatall 8 Steps are equally
important.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 15
8 STEPS PROCESSES
1. Quickly and as a team, implement countermeasures2. Share progress by following the correct reporting, informing, and consulting communication procedures.3. Never give up, and proceed to the the next step quickly
1. Evaluate the overall results and the processes used, then share the evaluation with involved members.
2. Evaluate from three key viewpoints: Customer’s, Toyota’s, and Your Own3. Understand the factors behind the success or failure
1. Structure the successful processes (Standardize )2. Share the new precedent through YOKOTENKAI3. Start the next round of KAIZEN
Step 8. Standardize Successful
Processes
Step 6.See Countermeasures
Through
Step 7.Monitor Both
Results and Processes
3. TBP 8 Steps (6 – 8)3. TBP 8 Steps (6 – 8)
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 16
4. Definition of Problem in Toyota4. Definition of Problem in Toyota
What does “Problem” mean to you?
Lead your participants to think about this.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 17
Problems are golden opportunities for KAIZEN
“No one has more troublethan the person who claims to have no trouble.”
(Having no problems is the biggest problem of all.)
Taiichi Ohno
“No one has more troublethan the person who claims to have no trouble.”
(Having no problems is the biggest problem of all.)
Taiichi Ohno
* “Problem” is not a negative word.
* Problems are disguised KAIZENs. We need to aggressively uncover them.
At Toyota…
4. Definition of Problem in Toyota4. Definition of Problem in Toyota
Emphasize the importance of showing the attitude of identifying problems
and that no problem is the biggest problem of all.
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Definition of “Problem” of “Problem”
Ideal Situation
Current Situation
Gap = Problem
4. Definition of Problem in Toyota4. Definition of Problem in ToyotaBy visualizing the problem
the TBP Steps can be applied to all cases.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 19
Types of Problems
““Event” Type of ProblemEvent” Type of ProblemGAP
Acceptable (Current) Ideal Situation
Current Situation
Normal Status
(Future) Ideal Situation
GAP ““Setting” Type of Setting” Type of ProblemProblem
4. Definition of Problem in Toyota4. Definition of Problem in Toyota
This is the basic problem
identification.Without the ability
to identify an “Event” type of
problem, “Setting” problem types will be impossible to
identify
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5. 5. Concrete Actions & ProcessesConcrete Actions & Processes
Toyota Business Practices (TBP)
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 21
Step 1: Clarify the ProblemStep 1: Clarify the Problem8 STEPS PROCESSES
Step 2.Break Down the Problem
Step 1.Clarify the Problem
1. Make the commitment2. Set measurable, concrete, and challenging targets
1.Clarify the “Ultimate Goal” of your responsibilities & work2.Clarify the “Ideal Situation” of your work3.Clarify the “Current Situation” of your work4. Visualize the gap between the “Current Situation” and the “Ideal Situation”
1. Breakdown the problem2. Select the problem to pursue3. Specify the point of cause by checking the process through GENCHI
GENBUTSU
1. Consider causes by imagining the actual situation where the problem occurs2. Based on facts gathered through GENCHI-GENBUTSU, keep asking “Why?” 3. Specify the root cause
1. Consider as many potential countermeasures as possible2. Narrow down the countermeasures to the most practical and effective 3. Build consensus with others4. Create a clear and detailed action-plan
Step 3.Target Setting
Step 5.Develop
Countermeasures
Step 4.Root Cause Analysis
Again, emphasize all the 8 steps are equally important and this order should not be
changed.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 22
~ Making ambiguous problems clear ~
Gap
Am I actually contributing to the ultimate goal?
What is theideal situation?
Make explicit through
‘visualization’
Contribution
Ultimate GoalUltimate Goal
Problem
Ideal Situation
Step 1: Clarify the ProblemStep 1: Clarify the Problem
Current Situation
Firstly, think about the ultimate goal.
Then, ideal situation
Need to visualize the gap
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Step 1 (1): Clarify the “Ultimate Goal” of your responsibilities & workStep 1 (1): Clarify the “Ultimate Goal” of your responsibilities & work
Department ⇒
To produce the best products and
services at fair prices
【 Research &Development 】
【 Engineering】 【 Procurement 】 【 Production 】 【 Sales 】 【 Finance 】
To improve customers lives through Toyota
automobiles
My Job’s Purpose
To build the best
automobiles
To sell lots of
automobiles
To correctly settle all accounts
To build the most efficient production
lines
To acquire the best parts at the best
prices
To produce without mura, muri & muda*
Draft Blueprints
Design Production
Lines
Select Parts to Purchase
Design Production
Plans
Create Sales & Marketing
Campaigns
Issue and Collect
Payments
My Work & Responsibilities
Toyota’s Goal: To provide the satisfaction from our products and services to societies and our customers
The “Ultimate Goal” of your work should be connected to
Toyota’s Ultimate Goal.
Step 1: Clarify the ProblemStep 1: Clarify the Problem
The Goals That Guide My Job’s
Purpose
To provide customers with highly functional and high-quality cars at reasonable prices
Explain that the ultimate goal of your work should be connected to Toyota’s
ultimate goal.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 24
EX1. Julie CaseEX1. Julie Case
Julie is supervising the assembly line which equips auto parts to the car models A, B & C. Her assignment is to supervise and to make sure the quality of both interior and exterior of the cars before proceeding to the next assembly line.
She recently realized that the (exterior) scratches on the cars have increased to around 4%. [Usually: less than 1%]
Step 1: Clarify the ProblemStep 1: Clarify the ProblemTry to make the participants think the process through.
You should use your company’s example if you
can.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 25
The exterior scratches on the vehicles have increased to 4%
3 % increase in scratches found
on vehicles
The exterior scratches on the vehicles should be less than 1%
EX1. Julie CaseEX1. Julie Case
Staff members produce high-quality cars
【 Ultimate Goal 】
【 Ideal Situation 】
【 Current Situation 】
【 Problem 】
Step 1: Clarify the ProblemStep 1: Clarify the ProblemMake sure to express the Ideal situation, Current situation and Problem inas concrete as possible terms.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 26
Step 2: Break Down the ProblemStep 2: Break Down the Problem8 STEPS PROCESSES
Step 2.Break Down the Problem
Step 1.Clarify the Problem
1. Make the commitment2. Set measurable, concrete, and challenging targets
1.Clarify the “Ultimate Goal” of your responsibilities & work2.Clarify the “Ideal Situation” of your work3.Clarify the “Current Situation” of your work4. Visualize the gap between the “Current Situation” and the “Ideal Situation”
1. Breakdown the problem2. Select the problem to pursue3. Specify the point of cause by checking the process through GENCHI
GENBUTSU
1. Consider causes by imagining the actual situation where the problem occurs2. Based on facts gathered through GENCHI-GENBUTSU, keep asking “Why?” 3. Specify the root cause
1. Consider as many potential countermeasures as possible2. Narrow down the countermeasures to the most practical and effective 3. Build consensus with others4. Create a clear and detailed action-plan
Step 3.Target Setting
Step 5.Develop
Countermeasures
Step 4.Root Cause Analysis
Participants tend to get stuck at Step 2, so repetitively
emphasize the importance of the Step 2
Lead the participants to think what would happen if the break down is NOT enough: 1) Could reach to the wrong or many root causes 2) It will be difficult to know the effect of each countermeasure 3) Cannot get continuous sustainable results
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 27
Large / Vague Problem
Problem Problem Problem
Problem Problem Problem Problem ProblemProblem Problem
Break downBreak down
what? where? when? who?
Break downBreak down
PrioritizePrioritizethe problem tothe problem toPursuePursue
Confirm facts through checking the processes checking the processes ((GENCHI GENBUTSU) GENCHI GENBUTSU)
~ Based on facts, break down the problem and clarify objectives~
Problem to Tackle
Point of Cause
Step 2: Break Down the ProblemStep 2: Break Down the ProblemEmphasize the importance of break down again.
Step 2 is to “Break down a large or vague problem and sort into smaller and more
concrete problems”.
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Step 2 (1). Break Down the ProblemStep 2 (1). Break Down the Problem
Step 2: Break Down the ProblemStep 2: Break Down the Problem
Large / Vague Problem
Problem Problem Problem
Problem Problem Problem Problem ProblemProblem Problem
Break downBreak down
Think inwhat? where? when? who?
Break downBreak down
PrioritizePrioritizethe problem tothe problem toPursuePursue
We should ask what, where, when and how, but
NEVER ASK WHY!!!!!Make sure
the division points are
MECE
And try to start thinking from
relevant division points
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 29
Step 2 (2). Select the problem to pursueStep 2 (2). Select the problem to pursue
Priority ItemsPriority Items
Level of ImportanceLevel of Importance
Level of UrgencyLevel of Urgency
Potential for ExpansionPotential for Expansion
Is this enough to proceed to the next step????Is this enough to proceed to the next step????
Step 2: Break Down the ProblemStep 2: Break Down the Problem
Problem
Problem Problem Problem
How to select the problem to pursue from this point?
No!
After break down, prioritize and decide which problem to
pursue…
…by thinking level of
importance,Urgency,
and potential for expansion.
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Step 2. (3) Specify the Step 2. (3) Specify the point of causepoint of cause by checking the by checking the process through GENCHI GENBUTSUprocess through GENCHI GENBUTSU
Problem to Tackle
Point of Cause
Where does the problem occur?
Step 2: Break Down the ProblemStep 2: Break Down the Problem
Check the process through GENCHI
GENBUTSU
Emphasize that every job has a
process.
GENCHIGENBUTSU!!!!
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 31
Step 2: Break Down the ProblemStep 2: Break Down the Problem
EX1. Julie Case <Step2 (1)>EX1. Julie Case <Step2 (1)>
WHERE are most of the scratches are found?
At WHAT TIME are the cars with scratches made? Afternoon
Try to use actual examples to explain each procedure.
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Go & see the process. Which process? Where? Problem to Tackle
Step 2: Break Down the ProblemStep 2: Break Down the Problem
1 2 3 4 5
Assembly (Job) FlowJulie found
the scratches
thru genchi genbutsu
Track backTrack backTrack back
Go back to 3 and observe
EX1. Julie Case <Step2 (3)>EX1. Julie Case <Step2 (3)>
Point of Cause
Observe⇒Can NOT see
Observe⇒ Can see
Observe⇒ Can see
Use actual examples to explain each procedure.
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Many scratches of the vehicles produced in the afternoon, which are found on the bottom part of the left doors, are made in the Section 3 in the assembly line.
Step 2: Break Down the ProblemStep 2: Break Down the Problem
EX1. Julie CaseEX1. Julie Case
Problem to tackle:
Emphasize the importance of being specific.
This gives us a very focused mission.
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8 STEPS PROCESSES
Step 2.Break Down the Problem
Step 1.Clarify the Problem
1. Make the commitment2. Set measurable, concrete, and challenging targets
1.Clarify the “Ultimate Goal” of your responsibilities & work2.Clarify the “Ideal Situation” of your work3.Clarify the “Current Situation” of your work4. Visualize the gap between the “Current Situation” and the “Ideal Situation”
1. Breakdown the problem2. Select the problem to pursue3. Specify the point of cause by checking the process through GENCHI
GENBUTSU
1. Consider causes by imagining the actual situation where the problem occurs2. Based on facts gathered through GENCHI-GENBUTSU, keep asking “Why?” 3. Specify the root cause
1. Consider as many potential countermeasures as possible2. Narrow down the countermeasures to the most practical and effective 3. Build consensus with others4. Create a clear and detailed action-plan
Step 3.Target Setting
Step 5.Develop
Countermeasures
Step 4.Root Cause Analysis
Step 3: Target SettingStep 3: Target Setting With enthusiasm and commitment, set challenging
but realistic output measurement guidelines.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 35
Target
Problem to Tackle
Is it quantitative, detailed and challenging enough? How Much?
By When?
~ With enthusiasm and commitment, set challenging but realistic output measurement guidelines ~
Are we contributing to the Ultimate Goal?
(1) (1) Make the commitmentMake the commitment
Step 3: Target SettingStep 3: Target SettingAvoid writing “what to do” for
the target.
Raise your ability of setting a
challenging target.
It is important to clearly state “how
much” and “by when”.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 36
Step 3 (2). Set measurable, concrete, and challenging targetsStep 3 (2). Set measurable, concrete, and challenging targets
■ Sufficient & efficient breakdown will let us set targets that are measurable
■ Write targets in an “output” form including “by when” and “how much” ⇒ concrete targets
■ Challenging targets let us grow in the long-term
Set the target which will tackle the problem at the (Point of Cause)
Step 3: Target SettingStep 3: Target SettingEmphasize this point!
…and by solving this, you can contribute to the ultimate goal.
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By the end of this month, eliminate all scratches on the bottom part of the left doors of the vehicles produced in the afternoon in the Section 3.
<Target>
Many scratches of the vehicles produced in the afternoon, which are found on the bottom part of the left doors, are made in the Section 3 in the assembly line.
<Problem to Tackle>
Step 3: Target SettingStep 3: Target SettingNote: How much and by
when.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 38
8 STEPS PROCESSES
Step 2.Break Down the Problem
Step 1.Clarify the Problem
1. Make the commitment2. Set measurable, concrete, and challenging targets
1.Clarify the “Ultimate Goal” of your responsibilities & work2.Clarify the “Ideal Situation” of your work3.Clarify the “Current Situation” of your work4. Visualize the gap between the “Current Situation” and the “Ideal Situation”
1. Breakdown the problem2. Select the problem to pursue3. Specify the point of cause by checking the process through GENCHI
GENBUTSU
1. Consider causes by imagining the actual situation where the problem occurs2. Based on facts gathered through GENCHI-GENBUTSU, keep asking “Why?” 3. Specify the root cause
1. Consider as many potential countermeasures as possible2. Narrow down the countermeasures to the most practical and effective 3. Build consensus with others4. Create a clear and detailed action-plan
Step 3.Target Setting
Step 5.Develop
Countermeasures
Step 4.Root Cause Analysis
Step 4: Root Cause AnalysisStep 4: Root Cause AnalysisYou can now think about
WHY here!
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 39
(1)(1) Consider causes by imaging the actual situation where the problem occursConsider causes by imaging the actual situation where the problem occurs
(2)(2) Based on facts gathered through GENCHI GENBUTSU, keep asking “Why?”Based on facts gathered through GENCHI GENBUTSU, keep asking “Why?”
(3)(3) Specify the root causeSpecify the root cause
In order to clarify the root cause, thoroughly investigate the process involved
対策
Problem to Tackle
Root Cause
Cause
Cause
Cause
Cause
“WHY?”
Repeatedly ask “WHY?”
Countermeasure
Confirm facts. If there’s no cause-and-result sequence in the cause, stop asking “WHY?”
Step 4: Root Cause AnalysisStep 4: Root Cause Analysis
Every time you repeat “why”, do Genchi Genbutsu
to confirm.
The 4M can be used as a starting point in asking why.
Continue to ask why
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Checklist □ Look at the causes horizontally on the tree
Check for thoroughness and non-redundancy.
□ Do not allow root causes to be easily defined by a human factor ie: attitude and motivation.
□ Look at the causes vertically and check for causal relationships Ask: X happens because of Y
Y happens because of Z, etc…
Problem to Tackle
Root Cause
Cause
Cause
Cause
Cause
Step 4: Root Cause AnalysisStep 4: Root Cause Analysis
Make sure there is a cause and effect relationship.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 41
EX 1. Julie Case: Start with EX 1. Julie Case: Start with “WHY”“WHY”
Staff Machine Environment
Facilities are not appropriate
Work instructions are poor
Many scratches of the vehicles produced in the afternoon, which are found on the bottom part of the left doors, are made in the Section 3 in the assembly line.
Staff’s work methods are not appropriate
Staff’s abilities are poor
Work clothes are inappropriate
= Staff (John’s) belt buckle scratched vehicles!
GENCHI GENBUTSU
Step 4: Root Cause AnalysisStep 4: Root Cause AnalysisNever claim the root cause as
someone’s poor attitude.
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Welding Robot stops in the middle of its operationWelding Robot stops in the middle of its operation
Why did the robot stop?Why did the robot stop?
A fuse in the robot has blownA fuse in the robot has blown
Why is the fuse blown?Why is the fuse blown?
Circuit overloadedCircuit overloaded
Why is the circuit overloaded?Why is the circuit overloaded?
The bearings have damaged one another and locked upThe bearings have damaged one another and locked up
EX2. Mr. Ohno’s Robot CaseEX2. Mr. Ohno’s Robot Case
Step 4: Root Cause AnalysisStep 4: Root Cause Analysis
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Why is the intake clogged with metal shavings?Why is the intake clogged with metal shavings?
There was insufficient lubrication on the bearingsThere was insufficient lubrication on the bearings
Why was there insufficient lubrication on the bearings?Why was there insufficient lubrication on the bearings?
Oil pump on robot is not circulating sufficient oilOil pump on robot is not circulating sufficient oil
Why is the pump not circulating sufficient oil?Why is the pump not circulating sufficient oil?
Pump intake is clogged with metal shavingsPump intake is clogged with metal shavings
No filter on pump intake (as designed) (Root Cause)No filter on pump intake (as designed) (Root Cause)
Why have the bearings damaged one another?Why have the bearings damaged one another?
Step 4: Root Cause AnalysisStep 4: Root Cause Analysis
EX2. Mr. Ohno’s Robot CaseEX2. Mr. Ohno’s Robot Case
Reinforce that there is only one root cause for one
problem to tackle.
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Step 5: Develop CountermeasuresStep 5: Develop Countermeasures8 STEPS PROCESSES
Step 2.Break Down the Problem
Step 1.Clarify the Problem
1. Make the commitment2. Set measurable, concrete, and challenging targets
1.Clarify the “Ultimate Goal” of your responsibilities & work2.Clarify the “Ideal Situation” of your work3.Clarify the “Current Situation” of your work4. Visualize the gap between the “Current Situation” and the “Ideal Situation”
1. Breakdown the problem2. Select the problem to pursue3. Specify the point of cause by checking the process through GENCHI
GENBUTSU
1. Consider causes by imagining the actual situation where the problem occurs2. Based on facts gathered through GENCHI-GENBUTSU, keep asking “Why?” 3. Specify the root cause
1. Consider as many potential countermeasures as possible2. Narrow down the countermeasures to the most practical and effective 3. Build consensus with others4. Create a clear and detailed action-plan
Step 3.Target Setting
Step 5.Develop
Countermeasures
Step 4.Root Cause Analysis
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 45
Proposal
Proposal
Proposal
Proposal
Proposal
What people or parties
are involved?
Proposal
Root Cause CountermeasureProposal
Can We Get Rid of it?
What are therisks involved? Framework of
Preconceived Ideas
Framework of own Responsibilities
~ Broadly considering all stakeholders and risks involved,
develop countermeasures with the highest added-value ~
(1) Develop as many countermeasures as possible(1) Develop as many countermeasures as possible
Step 5: Develop CountermeasuresStep 5: Develop Countermeasures
Stress to broadly consider
countermeasures.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 46
Target
Contents
Distribution Effectiveness Budget RiskOverall
AssessmentCategoryHow to
Summarize
Dept. Manager
Total # of vehicles +Key model
types
Graph+ Charts Paper ○- Guaranteed to be
seen- Can be carried
anytime
○No problem if
the target is only directors
△How to distribute
when not available in the office
○
Internet △-Doesn’t check internet
-Overburdened with materials already
◎No budget required
△How to distribute when not in the
office
×
Establish priorities with respect to:
■ Benefits
■ Manpower / Cost
■ Risks
(2). Narrow down the countermeasures(2). Narrow down the countermeasuresto the most practical and effectiveto the most practical and effective
Step 5: Develop CountermeasuresStep 5: Develop Countermeasures
Not all countermeasures should be taken.
Choose the most effective ones by considering these
criteria.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 47
Temporary Measures
vs.
Countermeasures
Step 5: Develop CountermeasuresStep 5: Develop CountermeasuresExplain that both Temporary
Measures and Countermeasures are
important.
The Fire Case can be used to explain the difference.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 48
8 STEPS PROCESSES
1. Quickly and as a team, implement countermeasures2. Share progress by following the correct reporting, informing, and consulting communication procedures.3. Never give up, and proceed to the the next step quickly
1. Evaluate the overall results and the processes used, then share the evaluation with involved members.
2. Evaluate from three key viewpoints: Customer’s, Toyota’s, and Your Own3. Understand the factors behind the success or failure
1. Structure the successful processes (Standardize )2. Share the new precedent through YOKOTENKAI3. Start the next round of KAIZEN
Step 8.Standardize Successful
Processes
Step 6.See
Countermeasures Through
Step 7.Monitor Both
Results and Processes
Step 6: See Countermeasures ThroughStep 6: See Countermeasures Through
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 49
(1)(1) Quickly and as a team, implement countermeasuresQuickly and as a team, implement countermeasures
(2)(2) Share progress by following the correct reporting, informing, and Share progress by following the correct reporting, informing, and consulting communication proceduresconsulting communication procedures
(3)(3) Never give up, and proceed to the next step quicklyNever give up, and proceed to the next step quickly
- Coordinated and speedy implementation -
Proper Checking
Persistent & Confident Implementation
Timely Reporting InformingConsulting
Speedy & Smooth
Coordination
Step 6: See Countermeasures ThroughStep 6: See Countermeasures Through
Teamwork, reporting,
informing, and consulting are all
important.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 50
8 STEPS PROCESSES
1. Quickly and as a team, implement countermeasures2. Share progress by following the correct reporting, informing, and consulting communication procedures.3. Never give up, and proceed to the the next step quickly
1. Evaluate the overall results and the processes used, then share the evaluation with involved members.
2. Evaluate from three key viewpoints: Customer’s, Toyota’s, and Your Own3. Understand the factors behind the success or failure
1. Structure the successful processes (Standardize )2. Share the new precedent through YOKOTENKAI3. Start the next round of KAIZEN
Step 8.Standardize Successful
Processes
Step 6.See
Countermeasures Through
Step 7.Monitor Both
Results and Processes
Step 7: Monitor Both Results & ProcessesStep 7: Monitor Both Results & Processes
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 51
In terms of the goal, how was the outcome?
Assessment AssessmentAssessment
(1)(1) Evaluate the overall results, and the processes used, then share the evaluation with Evaluate the overall results, and the processes used, then share the evaluation with involved membersinvolved members
(2)(2) Evaluate from the three key viewpoints: Customer’s, Toyota’s, and Your OwnEvaluate from the three key viewpoints: Customer’s, Toyota’s, and Your Own
(3)(3) Understand the factors behind the success or failureUnderstand the factors behind the success or failure
From the Customer’s Viewpoint
From the Customer’s Viewpoint
From Toyota the Company’s
Viewpoint
From Toyota the Company’s
Viewpoint
From Your Own Personal
Viewpoint
From Your Own Personal
Viewpoint
What was the result?
What wasthe process?
- Evaluate both results and processes and learn from both success and failure -
Step 7: Monitor Both Results & ProcessesStep 7: Monitor Both Results & Processes
Note that value both results and
process.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 52
8 STEPS PROCESSES
1. Quickly and as a team, implement countermeasures2. Share progress by following the correct reporting, informing, and consulting communication procedures.3. Never give up, and proceed to the the next step quickly
1. Evaluate the overall results and the processes used, then share the evaluation with involved members.
2. Evaluate from three key viewpoints: Customer’s, Toyota’s, and Your Own3. Understand the factors behind the success or failure
1. Structure the successful processes (Standardize )2. Share the new precedent through YOKOTENKAI3. Start the next round of KAIZEN
Step 8.Standardize Successful
Processes
Step 6.See
Countermeasures Through
Step 7.Monitor Both
Results and Processes
Step 8: Standardize Successful ProcessesStep 8: Standardize Successful Processes
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 53
(1)(1) Structuralize the successful processes (Standardize)Structuralize the successful processes (Standardize)
(2)(2) Share the new precedent through YOKOTENShare the new precedent through YOKOTEN
(3)(3) Start the next round of KAIZENStart the next round of KAIZEN
- Establish the successful process as precedent, and continue to raise the standard level of success-
New Ideal SituationOwn work &Responsibility
OverallCompany
Standardization
KAIZEN
PD
CA Repeat PDCA until success
is achieved, then Standardize
YOKOTEN
Standardization
KAIZEN
YOKOTEN
StandardizationSuccess
Failure
Implementation
Step 8: Standardize Successful ProcessesStep 8: Standardize Successful Processes
Successful cases: standardize.Failure case: kaizen
Both cases: value the process.
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 54
Step 8: Standardize Successful ProcessesStep 8: Standardize Successful Processes
Society and Our Customers
TOYOTA
Toyota Members
Business Partners
Ourselves
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 55
Thank you!
Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 56
Prepare for Step 1 presentation individually (for 20 min) using the given power point.
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Copyright 2006 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) 57
Present for 5 minutes each within your group and make comments each other.
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