Design

Manufacturin
g Technology
Industrial
Engineering
Finance
Corrective
Finance
Action Board

Procurement
Finance
Manufacturing
Engineering
Procureme
nt
Tool
Engineering
Finance

Production
Control

Quality
Engineering

Scheduling
Finance
Scheduling

Functional Organization
Receiving

Manufacturin
Scheduling
g Technology
Procureme
Manufacturin
Manufacturin
nt g Technology
g Technology

Customer
Continuous Improvement

Support
Scheduling
Finance
M&P
Problem Solving and a Culture of

Stress
Manufacturin
g Technology
SPC
Functional Silos can be Barriers to Value Delivery Process!
The 4 Ps of „The Toyota Way‟
Problem Solving is the Dynamic of Daily Kaizen

Problem Solving
• Surface problems promptly & honestly
• Swift solutions & correct countermeasures

“A chain is made up of its individual links;

a careless mistake by one person can
set back the efforts of everyone in the plant.”
- Kiichiro Toyoda
Andon System: Empower People
 Help Chain

What is the help chain? • Expose and

Attack
1 2 3 4 5 6 Problems

Where is the • Seek Out

problem? We’ve Root Cause
got to solve it! of Problems
• Fix
Problems 1
by 1
PDCA Problem Solving is the Core of Lean Thinking

From Toyota Way to Continuous Improvement

“Get It Done” Mentality Destroys the PDCA cycle

From Toyota Way to Continuous Improvement

 Avoid the number one Trap!
Jumping from “symptom” to “solution” without
clear understanding and analysis

SYMPTOM

SOLUTION

8
 Plan, Do, Check, Act
• Do we self-measure? Are we
determined to check the results of
Measure, Map,Think what we do, every time?
Try, Check, Think, Do,
Check, Think, Adjust,
Act • Do we understand the purpose? Do
we plan for the check?

• Do we “just do it” as part of the plan,

and then think deeply?

• Do we seek root causes?

A P
• Do we question our results and learn?
C D

9
 Lean Processes Support PDCA
Connected Visual
Processes Standards

Target
Condition
Lean Processes Surface Problems

Problems Visualized

Solve problems one by one (PDCA)

Raise standards-Targets
Cultural Foundation of the Toyota
Way: Process Improvement and
People Development Intertwined

Process Improvement

People Development
A Partnership between an Organization & its
Employees
Organization provides Stable Employment &
Sustains or Improves Working Conditions

Organizational Respect Employees

Prosperity is Partnership Satisfaction is
achieved Mutual Trust experienced
through through the
Continuous Continuous Continuous
Improvement Improvement Improvement
Process
Employees Contribute Efforts to Realize
Company Objectives
 Diamond Model of Lean Leadership Development

1. Commit to Self
Development
Learn to live True North values
through repeated Learning Cycles

P P
A D A D
C TRUE NORTH C
VALUES
4. Create Vision and Challenge
2. Coach and
Align Goals Improvement Mind Set Develop Others
Create True North vision See & Challenge true potential in
Go and See
& align goals others through Self-Development
vertically and horizontally Teamwork Learning Cycles
Respect for
P Humanity P
A D A D
C C
3. Support Daily
Improvement
Build local capability throughout for
daily Management & Improvement
Leadership Self-Development Learning Cycles (PDCA)
Act
Select for Leader-Job Fit
ST ABI L I Z E
to advance Learning
and Growth

Plan
Mentor Challenges
Thinking Way
L EV EL CONT
Challenge I NUOUS
Gemba Immersion
Be a Coach,
Stabilize Processes, Continuous Improvement
CREAT E
to Understand Gaps
I NCREM ENT AL L Y I MGoPROV
and See EM ENT to True North Vision &
Reflect & Learn
Teamwork
FL OW
Build Relationships
Respect for Humanity

Check

Lead &
Develop Others to
ST ANDARDI Z E
Achieve Challenging
Goals
Do
RECOMMENDED EXECUTIVE EDUCATION, TMMK Executive Vice President preparing for Presidency
 T-Type Leaders develop deep roots in home department then
branch out to lead other functions in the organization

Broadening
Leadership Skills

Deep Rooted
Expertise
 Go to the “place” 3 times a day
Why?
Why
Why? Which
What do you Standard or
Think? Target should
I raise?

Can we all see

the problems?

Is the process visible?

17
 Kaizen, everybody, every day

Let‟s think deeply

Just do it!
about what happened
and why

Let‟s try something!

Do we agree on the
Problem? Are
we measuring this?

18
 Mentor-Mentee Chain

•Goals Targets, Metrics

•Go and see
•Open Questions
•No Blame
•System Problems
•PDCA
•5 Why?
•Regular Checks
against Plan”

All practice the same basic patterns of Problem solving,

dialogue, and mentoring values everyday
Leadership takes expertise. Will any of these teachers or
students become an expert in a 2-Week Training Course?

Master Chef & Students

Soccer Coach going over plays

Teaching Violin
Coaching Girl’s Basketball Team
Leaders Teach Problem Solving through On-the-Job
Development (OJD)

• Break down the improvement targets into specific tasks to achieve

the objectives (Plan).
• Assign the work to team members in order to stretch their capabilities
and motivate them to improve themselves (Plan).
• Monitor the process of achieving the work daily including how they
are carrying out the work and, for those not performing to
expectations, identify the root cause and an improvement plan (Do
and Check).
• Provide feedback and recognition when the goal is achieved. Leader-
teacher reflects with feedback from “student” (upward), supervisor
(downward), and OJD teacher (sideways). Leader reflects on what
she can do better next time thus completing the PDCA process
(Check and Act).
Toyota Teaching On-the-Job Development (OJD)
• North America selected to develop and pilot—deploy globally
• Start with senior executives and work down the organization
• Off-the-Job Training Process:
– Prework: On-line case study training via video vignettes of Toyota employees
– 2-day Classroom training: Overview of model an intensive role playing
• On-the-Job Training Process for leader learning to coach who:
– Selects a single person to coach using OJD
– Selects with their student a project to go through PDCA
– Coaches them through the process with OJD expert checking and
providing feedback through the process
– Person coached presents project at end and is basis for judging
the leader coach
• At top levels typically 8 month process, shorter as move down
organization and projects are shorter.
• 6 year process to get through organization in North America
Western Leadership Vs. Eastern Leadership

Traditional Western Leader Toyota Leader

Quick Results Patient

Proud Humble

Climb Ladder Rapidly Learn Deeply and gradually Earn Way

up Ladder

Results at all Costs The Right Process will Lead to the

Right Results

Achieve Objectives through People Develop People