1. Chapter 6
Engaging
Competent and
Willing People
in Continuous
Improvement
Nabduan D. 5520212002

2. Problem Solving May be the Silver Bullet
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The First lesson in Toyota Production System is Problem Solving
Problem solving is the critical part in Toyota Culture as international standard
Taiichi Ohno always challenge people in solving problems
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Ohno’s method of teaching called “ Practical Problem Solving ”
Training in classroom and shop floor exercises, mostly outside Japan as standard
for problem solving method for Toyota
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Toyota Business Practices (TBP)
is standard approach to problem solving, but like standardize work rather than
limit people’s creativity and aim to be the vehicle for development

3. Toyota Business Practices (TBP)

4. At Toyota Everyone is Problem Solver
The traditional structure
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Result in strong disconnect
between understanding and
decision making at the top
Because manager just show
what top management want
to see and not realistic
Toyota begin with different
underlying consumption that
word is dynamics and
complex in people more than
technology
To investing in people
problem solving skills
become main competitive
advantages of Toyota and
Toyoyasupport this skill all
levels of organization

5. At Toyota Everyone is Problem Solver
KAIZEN
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As the soul of Toyota
Production System
“ Notion that
engineers, managers and line
workers collaborate continually
to systematize production task
and identify incremental
changes to make work go more
smoothly ”
Kaizen workshop can reduce
the chaos in work process
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5
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6. 1
Engineer and pilot teams create initial
standards learning from past problems
Engineers
• New product launch they responsible for developing product and process
• “Freshmen class ” engineer will spend 2-3 months working in production by let
their hand dirty so they can add value to the actual production
• They also spend several months in selling cars to understand what customers
looking for
• Toyota engineer work more naturally with production
• Product engineer in R&D work together with production engineer in manufacturing
Key part is to review all the production difficulties with past model and develop
countermeasure for new model
Pilot team
• team leader who taken out from the group and given the responsibility to represent
the group in new model start up team to work with engineer.
• Can involve people in the floor to have standardized work

7. 2
Works teams work to standard and detect
deviations in an atmosphere of the blame
The Basic 5S is teaching tools in Toyota
culture and advance standardization with
problem solving
Standardized work is the basis for
improvement by the team
• Worker = team member
• Team leader = defy the stander for team
• Job rotation is required to learn all jobs
Use standard does not mean every operation
is the same
• Toyota communicate standard international
• “Yakoten” is concept to go and see then
improve upon.
Team members serve as Problem Detectors
• “Andon” is system to get triggered person
pulling cord or pushing button when they
found mistake then all system stop and
other members come to help

8. 2
Works teams work to standard and detect
deviations in an atmosphere of the blame
• Toyota create culture that team members feel
free to shares problems without blames
• “I made it” tickets the solution to reinforce
culture of trust between management and team
members
• In USA “I made it tickets” attached with drink
ticket

9. 3
Work team contain disruption to production
through “even-type” problem solving
• Problem solving is the main activity for all levels of organization
Event-Type Problem Solving
• Maintenance Kaizen
• To fix the problems when not meet
standard
• To correct deviation from standard work
Setting Type Problem Solving
• To improve system
Red line : Start line
Yellow line : 70% process line
Benefits
• Easy to follow standard and observe
deviation
Toyota support event-type problem solving
• To maintain current standard
• The suggestion system from team
member
• Little pay to observers compare to pay as
compensation to customers

10. 4
Work team improve the standards through
“setting type” problem solving
Setting Type
Problem Solving
• Stable situation
• Spirit to continue
improvement
• Set new goal
• Set new standard
• New gap created
• New cycle of problem
solving
Example
• Decide to reduce the
time from 15 min to 14
min to improve
performance
• Team members of Toyota were trained to solve 3 stages of problem solving

11. 5
Broader problem solving to
level up the system
KEIKAKU
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Continuous improvement
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Every level employee looking for
opportunities to improve
System Kaizen
(big change)
Process Kaizen
(small change)
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Hoshin Kanri
Process
Jishuken : Voluntarily self-study ( two weeks ) for ODG
• 1st week team present process improvement
• 2nd week look at system kaizen
• Focus in team member time
on business planning and
connect both in
development and
implementation
Leader encourage and develop kaizen through guidance, trust and discipline