Toyota Way Chapter 11

1. Chapter 11
Principle 5:
Build a Culture of Stopping to
Fix Problems, to Get Quality
Right the First Time
Present by Group 11
Flex 27 Sec.21

2. “ No problem discovered when stopping the line should wait
longer than tomorrow morning to be fixed. Because when
making a car every minute we know we will have the same
problem again tomorrow ”
- Fujio Cho, President, Toyota Motor Corporation
2

3. Russ Scaffede was vice president of
Powertrain for Toyota in Georgetown,
Kentucky.
Golden rule of automotive
production, General
Motors
• Do not shut down the
assembly plant.
• Managers were judged
by ability to deliver the
numbers.
Russ was shocked
to hear from Cho
• “All manufacturing plants have
problems. So you must be hiding the
problem. You will shut down the
assembly plant, but you will also
continue to solve your problem and
make even better quality engines
more efficiently ”
3

4. The Principle-Stopping the Process
to Build in Quality(Jidoka)
• Sakichi Toyoda inventions was a device that
detected when a thread broke , it would
immediately stop the loom. You could reset the
loom and solve the problem to avoid repeating the
defect(waste).
• This means that you need a method to detect
defects when they occur and automatically stop
production so an employee can fix the problem
before the defect continues downstream.
4

5. Figure 1. The andon system on a manual assembly line.
5

6. Figure 2. The Andon system on production line.
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7. Using Countermeasure and Error-
Proofing to Fix Problem
“What is important is that the error went
through eight people who did not see it. We
are supposed to be inspecting the work it
comes to us. And the guy at the end of line is
supposed to check everything. This should
never have gotten to the assembly line. Now we
as a team are embarrassed because we did not
our job”
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8. Poka-Yoke
Concept: To improve product quality by prevent
defect.
Example
Warning – They sound an alarm or light up to tell us a
mistake has been made
Control – Take physical action to prevent a defect
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9. 9
Keep Quality control simple and
Involve
team member.

10. 10
Support the team member
who are running the
process.
To be able to know everything
because they’re theons
producing the product.
Team members should know
that is was OK every hour or the
stop line.
Philosophy and approach of Don
Jackson

11. 11
Then finally they must know what their job
requirement and getting good built in quality.
They have everything they need to build that
product correctly ….. man ,materials ,method and
machine.

12. 12
Vehicles Number of problem
Acura ,TOYOTA , Lexus 25%
United State and Europe 50-70%

13. Toyota Way Principle
4 :
“ Build a culture of stopping to fix
problems, to get quality right the first
time to the office environment.”
Building in Quality in a Services
Environment
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14. Case 1
(Prius)
- Uchiyamada saw the team getting
bogged down in specific technical
detail on engine technology
- He asked the group to “ Stop focus on
hardware”
- Goal of 21th car  “Small, fuel-
efficient car”- “Set-based concurrent engineering”
Building in Quality in a Services
Environment
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15. Case 2
(Camry)
Ex :
Headlight
- “Clay-Model freeze”
- An opportunity to study alternative and have
them ready to go when styling design is
frozen.  “Kentou”
- The focus in this period is generating
hundreds of study drawing  “Kentouzu”
Building in Quality in a Services
Environment
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16. Building in Quality Is a Principle, Not a
Technology
Technology only is not
16

17. Andon works only when you
teach your employees the
importance of bringing
problems to the surface so they
can be quickly solved.
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18. Building in Quality is a
principle
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19. THE END
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20. รายชื่อกลุ่ม 11
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