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Transcript of Copyright 2007 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only) TOYOTA BUSINESS...
Copyright 2007 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only)
TOYOTA BUSINESS PRACTICESTOYOTA BUSINESS PRACTICESOverviewOverview
2
TBP Provides Growth & SatisfactionTOYOTA
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
Outcome of TBP
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Society and Our Customers
TOYOTA
Toyota Members Business Partners
Ourselves
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
Outcome of TBP
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Toyota Global Content
Long-term prosperity and growth as an organization (Individual:Feeling sense of achievements/growth )
Toyota Way
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Toyota Way
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Hoshin KanriHo
shin
Kan
ri OJDOJDOJ
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OJD
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OJD
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Sales Admin Manufacturing R&D
President
Manager
VP/GM
Specialist
Every Job Title / GradeEvery Job Title / Grade
How to Practice TW
Every FunctionEvery Function
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1. Overall Image of TBP
Evaluate
TBP consists of:• 8 Steps (Concrete Actions &
Processes)• Drive & Dedication
1. Clarify the Problem
2. Break Down the Problem
3. Set a Target
4. Analyze the Root Cause
5. Develop Countermeasures
6. See Countermeasures Through
7. Evaluate Both Results and Processes
8. Standardize Successful Processes
Concrete Actions & Processes
Customer First
Always Confirm the Purpose of Your Work
Ownership & 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
Drive & Dedication
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TBP
Toyota WayValues
Actions
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2. Toyota Way 2001
Respect for People
RespectRespect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.
TeamworkStimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.
ChallengeForm a long term vision, meeting challenges with courage and creativity to realize our dreams.
KaizenWe improve our business operations continuously, always driving for innovation and evolution.
Genchi GenbutsuPractice Genchi Genbutsu......go to the source to find the facts to make correct decisions, build consensus and achieve goals at our best speed.
Continuous Improvement
8
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. Drive & Dedication
9
1. Customer First
2. Always Confirm the Purpose of Your Work
3. Ownership and Responsibility
4. Visualization (Mieruka)
5. Judgment Based on Facts
6. Think and Act Persistently
7. Speedy Action in a Timely Manner
8. Follow Each Process with Sincerity and Commitment9. Thorough Communication
10. Involve All Stakeholders
2. Drive & Dedication
10
4. Definition of Problem in Toyota
What does “Problem” mean to you?
11
Problems are golden eggsgolden eggs for KAIZEN
•“Problem” is not a negative word.
•Problems are disguised KAIZEN.
•We need to aggressively uncover them.
At Toyota…
4. Definition of Problem in Toyota
“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
12
Definition of “Problem” of “Problem”
IdealSituation
Current Situation
Gap = Problem
4. Definition of Problem in Toyota
13
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 Toyota
14
3. TBP 8 Steps Overview
Step 6.See
Counter-measures Through
Step 7.Evaluate Both
Results & Processes
Step 8. Standardize SuccessfulProcesses
Step 5.Develop Counter-measures
Step 4.Root Cause
Analysis
Step 3.Target Setting
Step 2.Break Down the Problem
Step 1.Clarify the Problem
ActCheckDoPlan
15
Activity
• For the TBP Step you are assigned, list;– Important points to remember when
applying this step– Common mistakes people make when
applying this step– One piece of advice you would give to
others to apply this step well
• You have 15 minutes
16
Step 1: Clarify the Problem8 STEPS PROCESSES
Step 2.Break Down the Problem
Step 1.Clarify the Problem
1. Make a commitment2. Set measurable, concrete, and challenging targets
1. Clarify the Ultimate Goal of your responsibilities & work2. Clarify the Ideal Situation and Current Situation of your work3. Visualize the gap between the Current Situation and the Ideal Situation
1. Break down the problem2. Prioritize the broken down problems3. Specify the Point of Occurrence by checking the process through GENCHI
GENBUTSU
1. Examine the Point of Occurrence and think of possible causes without any prejudice
2. Gather facts through GENCHI GENBUTSU and keep asking “Why?” 3. Specify the root cause
Step 3.Target Setting
Step 4.Root Cause Analysis
1. Develop as many potential countermeasures as possible2. Select the highest value-added countermeasures3. Build consensus with others4. Create a clear and concrete action-plan
Step 5.Develop
Countermeasures
17
Step 1: Clarify the Problem
~ Making ambiguous problems clear ~
Ultimate Goal
Ideal SituationIdeal Situation
Current SituationCurrent Situation
ProblemProblemProblemProblemGapGap
Visualization(Make Explicit)
contribution
What is the Ideal
Situation?
Am I actually
contributing to the
ultimate goal?
18
Step 1: Clarify the Problem
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.
The Goals That Guide My Job’s
Purpose
To provide customers with highly functional and high-quality cars at reasonable prices
Step 1 (1): Clarify the “Ultimate Goal” of your responsibilities & work
19
Step 1: Clarify the Problem
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 3% (average 18 cars per day) over the past 3 days.
[For the past 6 months the line has had 0 defects]
Example 1. Julie Case
20
【 Ultimate Goal 】
【 Ideal Situation 】
【 Current Situation 】
【 Problem 】The exterior scratches on the vehicles should be 0
Step 1: Clarify the Problem
Example 1. Julie Case
To provide customers with high quality vehicles in a timely
manner at a low cost
The exterior scratches on the vehicles averaged 18/600 per day over 3 days
Increase in exterior scratches found on
vehicles (Av. 18 per day)
21
Step 2: Break Down the Problem8 STEPS PROCESSES
Step 2.Break Down the Problem
Step 1.Clarify the Problem
1. Make a commitment2. Set measurable, concrete, and challenging targets
1. Clarify the Ultimate Goal of your responsibilities & work2. Clarify the Ideal Situation and Current Situation of your work3. Visualize the gap between the Current Situation and the Ideal Situation
1. Break down the problem2. Prioritize the broken down problems3. Specify the Point of Occurrence by checking the process through GENCHI
GENBUTSU
1. Examine the Point of Occurrence and think of possible causes without any prejudice
2. Gather facts through GENCHI GENBUTSU and keep asking “Why?” 3. Specify the root cause
Step 3.Target Setting
Step 4.Root Cause Analysis
1. Develop as many potential countermeasures as possible2. Select the highest value-added countermeasures3. Build consensus with others4. Create a clear and concrete action-plan
Step 5.Develop
Countermeasures
22
Step 2: Break Down the Problem
~ Break down the problem and clarify the Point of Occurrence based on facts ~
Large / Vague Problem
Problem Problem Problem
what? where? when? who?
Point of Occurrence
Break down
Break down
Prioritize
See the Process(GENCHI
GENBUTSU)
PrioritizedProblem Problem ProblemProblem Problem the problem Problem Problem
23
Step 2 (1). 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 problemthe problem
Step 2: Break Down the Problem
24
Example 1. Julie Case <Step2 (1)>
WHERE are most of the scratches are found?
At WHAT TIME are the cars with scratches made?
Step 2: Break Down the Problem
WHAT type of scratches are found?
25
Step 2: Break Down the Problem
Increase in exterior scratches found on vehicles (Av. 18 per day)
Bonnet
(1)
Front Bumper
(1)
Roof
(1)
Back
(1)
L Rear Door
(top) (2)
L Rear Door
(bottom) (1)
L Front Door
(top) (1)
L Front Door
(bottom) (10)
Shallow Scratch
(2)
Deep Scratch
(1)
Long Scratch
(7)
Morning Shift
(1)
Afternoon Shift
(6)
<WHERE>
<WHAT>
<WHEN>
26
Division Points
What would be relevant division points for the following large vague problems?
• The employee satisfaction rate for Co. X is 30% below Toyota Global HR standards.
• Customer satisfaction rate has dropped 10% below past trends (av. 90%)
• Although employees attend TBP training 80% are not applying TBP in their jobs.
27
Step 2 (2). Select the Prioritized Problem
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????
Problem
Problem Problem Problem
How to select the prioritized problem from this point?
No!
Step 2: Break Down the Problem
28
Step 2: Break Down the Problem
Increase in exterior scratches found on vehicles (Av. 18 per day)
Bonnet
(1)
Front Bumper
(1)
Roof
(1)
Back
(1)
L Rear Door
(top) (2)
L Rear Door
(bottom) (1)
L Front Door
(top) (1)
L Front Door
(bottom) (10)
Shallow Scratch
(2)
Deep Scratch
(1)
Long Scratch
(7)
Morning Shift
(1)
Afternoon Shift
(6)
<WHERE>
<WHAT>
<WHEN>
29
Step 2: Break Down the Problem
Point of Occurrence
Step 2. (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU
Where does the problem occur?
Check the process through
GENCHI GENBUTSU
30
Go & see the process. Which process? Where? Point of Occurrence
Assembly (Job) FlowJulie found the
scratches at Section 3 with Genchi Genbutsu
Example 1. Julie Case <Step2 (3)>
Step 2: Break Down the Problem
Problem Perception Point of Occurrence
scratches discovered
scratches present
Trace back
No scratches
Trace backTrace back
scratches present
Trace back
scratches present
Trace back
No scratches
31
6 (33%) of the (exterior) long scratches found on the bottom part of the front left door, were
made during the afternoon shift in Section 3 on the assembly line
Example 1. Julie Case
Prioritized Problem at the Point of Occurrence:
Step 2: Break Down the Problem
32
Step 3: Target Setting8 STEPS PROCESSES
Step 2.Break Down the Problem
Step 1.Clarify the Problem
1. Make a commitment2. Set measurable, concrete, and challenging targets
1. Clarify the Ultimate Goal of your responsibilities & work2. Clarify the Ideal Situation and Current Situation of your work3. Visualize the gap between the Current Situation and the Ideal Situation
1. Break down the problem2. Prioritize the broken down problems3. Specify the Point of Occurrence by checking the process through GENCHI
GENBUTSU
1. Examine the Point of Occurrence and think of possible causes without any prejudice
2. Gather facts through GENCHI GENBUTSU and keep asking “Why?” 3. Specify the root cause
Step 3.Target Setting
Step 4.Root Cause Analysis
1. Develop as many potential countermeasures as possible2. Select the highest value-added countermeasures3. Build consensus with others4. Create a clear and concrete action-plan
Step 5.Develop
Countermeasures
33
Step 3: Target Setting
~ With enthusiasm and commitmentset challenging target. The target should be measurable ~
Target
Prioritized Problem at the Point of Occurrence
Target should be quantitative, concrete and challenging
How Much?
By When?
Targets should not be what to do
34
Step 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 eliminate the problem at the point of occurrence
Step 3: Target Setting
35
By the end of this month, eliminate all exterior long scratches on the bottom part of the left doors of the vehicles produced in the
afternoon in the Section 3
<Target>
6 (33%) of the (exterior) long scratches found on the bottom part of the front left
door, were made during the afternoon shift in Section 3 on the assembly line
<Prioritized Problem>
Step 3: Target Setting
Example 1. Julie Case
36
Step 4: Root Cause Analysis8 STEPS PROCESSES
Step 2.Break Down the Problem
Step 1.Clarify the Problem
1. Make a commitment2. Set measurable, concrete, and challenging targets
1. Clarify the Ultimate Goal of your responsibilities & work2. Clarify the Ideal Situation and Current Situation of your work3. Visualize the gap between the Current Situation and the Ideal Situation
1. Break down the problem2. Prioritize the broken down problems3. Specify the Point of Occurrence by checking the process through GENCHI
GENBUTSU
1. Examine the Point of Occurrence and think of possible causes without any prejudice
2. Gather facts through GENCHI GENBUTSU and keep asking “Why?” 3. Specify the root cause
Step 3.Target Setting
Step 4.Root Cause Analysis
1. Develop as many potential countermeasures as possible2. Select the highest value-added countermeasures3. Build consensus with others4. Create a clear and concrete action-plan
Step 5.Develop
Countermeasures
37
Step 4: Root Cause Analysis
Confirm facts, and if there’s no
cause-and-result sequence
in the cause, stop asking
“WHY?”.
~ In order to find the root cause, thoroughly investigate the Prioritized Problem at the Point of Occurrence ~
Prioritized Problem at the Point of Occurrence
Possiblecause
Possiblecause
Possiblecause
Possiblecause
Check whether it is a fact or not
Think the possible cause
Not a factNot a factNot a fact FactRepeat
Possiblecause
Possiblecause
Possiblecause
Not a factNot a fact Fact
Possiblecause
Possiblecause
Not a fact Fact
Root cause Countermeasure
38
Step 4: Root Cause Analysis
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…
Prioritized Problem at the Point of Occurrence
Possiblecause
Possiblecause
Possiblecause
Possiblecause
Not a factNot a factNot a fact Fact
Possiblecause
Possiblecause
Possiblecause
Not a factNot a fact Fact
Possiblecause
Possiblecause
Not a fact Fact
Root causeRoot cause
39
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
Step 4: Root Cause Analysis
EX2. Mr. Ohno’s Robot Case
40
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 Analysis
EX2. Mr. Ohno’s Robot Case
41
Step 4: Root Cause Analysis
Staff Machine Environment
Facilities are not appropriate
Work instructions are poor
6 (33%) of the (exterior) long scratches found on the bottom part of the front left door, were made during the afternoon shift in Section 3 on the assembly line
Staff’s work methods are not appropriate
Staff’s abilities are poor
Work clothes are inappropriate
= TM’s (John’s) belt buckle scratched vehicles!
GENCHI GENBUTSU
Example 1. Julie Case: Start with “WHY”
42
Step 5: Develop Countermeasures
8 STEPS PROCESSES
Step 2.Break Down the Problem
Step 1.Clarify the Problem
1. Make a commitment2. Set measurable, concrete, and challenging targets
1. Clarify the Ultimate Goal of your responsibilities & work2. Clarify the Ideal Situation and Current Situation of your work3. Visualize the gap between the Current Situation and the Ideal Situation
1. Break down the problem2. Prioritize the broken down problems3. Specify the Point of Occurrence by checking the process through GENCHI
GENBUTSU
1. Examine the Point of Occurrence and think of possible causes without any prejudice
2. Gather facts through GENCHI GENBUTSU and keep asking “Why?” 3. Specify the root cause
Step 3.Target Setting
Step 4.Root Cause Analysis
1. Develop as many potential countermeasures as possible2. Select the highest value-added countermeasures3. Build consensus with others4. Create a clear and concrete action-plan
Step 5.Develop
Countermeasures
43
Temporary Measures
vs.
Countermeasures
Step 5: Develop Countermeasures
44
Temporary Measure vs. Countermeasure
• Temporary Measure– To solve an existing undesirable situation, or bring
a situation back to its original state for a set period of time
– Can not fix the root cause– May not last for long, the problem may arise again
• Countermeasure– Will eliminate the root cause and,– Solve the prioritised problem at the point of
occurrence – Prevent the problem from reoccurrence
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 ~
Step 5: Develop Countermeasures
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 to the most practical and effective
Step 5: Develop Countermeasures
47
Step 6: See Countermeasures Through
8 STEPS PROCESSES
1.With united efforts, implement countermeasures with speed and persistence2.Share information with others by informing, reporting and consulting3.Never give up in seeking to eliminate the root cause
1.Evaluate the results and the processes and share it with members involved2.Evaluate from three key perspectives: Customer’s, Toyota’s, and Your Own3. Understand the reasons of success and failure
1. Set successful processes as new standards2. Share the new standard (YOKOTEN)3. Start the next round of KAIZEN
Step 8.Standardize Successful Processes
Step 7.Evaluate Both
Results and Processes
Step 6.See Countermeasures
Through
48
Step 6: See Countermeasures Through
~ Speedy action together as a team Never give up and act persistently ~
Proper Checking
Never give up and act persistently
Timely Reporting, Informing,Consulting
Speedy actionTogether as a team
49
8 STEPS PROCESSES
1.With united efforts, implement countermeasures with speed and persistence2.Share information with others by informing, reporting and consulting3.Never give up in seeking to eliminate the root cause
1.Evaluate the results and the processes and share it with members involved2.Evaluate from three key perspectives: Customer’s, Toyota’s, and Your Own3. Understand the reasons of success and failure
1. Set successful processes as new standards2. Share the new standard (YOKOTEN)3. Start the next round of KAIZEN
Step 8.Standardize Successful Processes
Step 7.Evaluate Both
Results and Processes
Step 6.See Countermeasures
Through
Step 7: Evaluate Both Results & Processes
50
In terms of the goal, how was the outcome?
Assessment AssessmentAssessment
(1) Evaluate the overall results, and the processes used, then share the evaluation with involved members
(2) Evaluate from the three key viewpoints: Customer’s, Toyota’s, and Your Own
(3) Understand 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: Evaluate Both Results & Processes
51
Evaluate whether or not the target was achieved
Evaluate the results Evaluate the results
Step 7: Evaluate Both Results & Processes
Result TargetResult
Target
SuccessFailure
Countermeasures Achieved
52
Evaluate the processesEvaluate the processes
Equipment modification
Change the order of processes
Change material
What was most effective?
Step 7: Evaluate Both Results & Processes
53
Confirm positive and negative effects Confirm positive and negative effects
Deviation from Std – Late Deliveries
Labor-hours of
after hours delivery
Cost for equipment modification
Achieved
Positive effects
Negative effects
Step 7: Evaluate Both Results & Processes
54
Step 8: Standardize Successful Processes
8 STEPS PROCESSES
1.With united efforts, implement countermeasures with speed and persistence2.Share information with others by informing, reporting and consulting3.Never give up in seeking to eliminate the root cause
1.Evaluate the results and the processes and share it with members involved2.Evaluate from three key perspectives: Customer’s, Toyota’s, and Your Own3. Understand the reasons of success and failure
1. Set successful processes as new standards2. Share the new standard (YOKOTEN)3. Start the next round of KAIZEN
Step 8.Standardize Successful Processes
Step 7.Evaluate Both
Results and Processes
Step 6.See Countermeasures
Through
55
- Establish the successful process as precedent, and continue to raise the standard
level of success-
Step 8: Standardize Successful Processes
Standardization
Success
Implementation
YOKOTENYOKOTEN
OverallCompany
Own work &Responsibility
Ideal SituationIdeal Situation
KAIZENKAIZEN
YOKOTENYOKOTEN
YOKOTENYOKOTEN
KAIZENKAIZEN
KAIZENKAIZEN
Standardization
Standardization
56
<example of standardization >
FormsManual Checklists Flow-chart
If possible, the precedent’s overall structure should clarify all relevant factors so that anyone, at anytime, without muda, mura, or muri can implement the precedent.
Step 8: Standardize Successful Processes
57
Your work is a repeating cycle ofProblem solving.Start the next round of KAIZEN when you have solved one problem.
Step 8: Standardize Successful Processes
58
Society and Our Customers
TOYOTA
Toyota Members
Business Partners
Ourselves
Step 8: Standardize Successful Processes
Copyright 2007 TOYOTA INSTITUTE, Toyota Motor Corporation (Internal Use Only)
Thank you