10/2/2014
The Toyota Way
Chapters 19 & 20
October 2, 2014
1
Principle 13: Make
Decision Slowly by
Consensus, Thoroughly
Considering All Options;
Implement Rapidly
Chapter 19
2
How you arrive at the decision is
just as important as the quality of
the decision
Fundamental Statement
3
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• Finding out what is really going on,
including genchi genbutsu
• Understand underlying causes that
explain surface appearances –
asking “Why” five times
• Considering alternative solutions
and developing a detailed
rationale for the preferred solution
Decision Making Elements
4
• Building consensus within the
team, including Toyota employees
and outside partners
• Use every efficient communication
vehicle to do 1-4, preferably on
one sheet of A3 paper
Decision Making Elements
cont.
5
• Satisficing
• Optimizing
Decision Making Goal
6
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• Engineers and managers trained
to think in terms of sets of
alternative solutions
• What does this mean?
• What does it mean in terms of the
number o9f potential alternatives
identified?
Mind Set
7
• Delay decisions until you have
considered a broad range of
alternatives
Lean’s Counter-intuitive Thoughts
8
• What is “nemawashi”?
Nemawashi
9
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Alternative Decision Making Methods
10
“What value are we adding from the
customer's perspective?
The only thing that adds value in
any type of process is the physical
or information transformation of that
product, service, or activity into
something the customer wants
TPS - asks
11
Use of authority by
manager
Manager
‘sells’
decision
Manager
presents
decision
and
invites
questions
Manager
Manager Manager
presents
presents defines
tentative problem, limits, asks
group to
decision
gets
subject suggestions, make
decisions
to change
makes
decision with leader
as equal
member
Managerial Authority vs.
Subordinate Freedom
delegates
joins
consults
suggests
sells
Manager
makes
decision
Area of freedom for
subordinates
Manager
permits
subordinat
es to
function
within
limits
defined by
superior
12
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Plan-Do-Check-Act in Proposal Process
13
•
•
•
•
•
Clear objectives prior to the meeting
The right people at the meeting
Prepared participants
Effective Use of Visual Aids
Separate information sharing from
problem solving
• The meeting starts and ends on time4
Efficient Meeting Requisites
14
Principle 14: Become a
Learning Organization
Through Relentless
Reflection and Continuous
Improvement
Chapter 20
15
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…where people continue to expand
their capacity to create the results
they truly desire , where new and
expanded patterns of thinking are
nurtured, where collective aspiration
is set free , and where people are
continually learning to learn
together
Learning Organization – Peter Senge
16
How do you learn new skills?
Critical Issue
17
Knowledge
Motivation
Opportunity
Requirements
18
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Standardization
Innovation
Learning & Improvement
19
• Learn from your mistakes
• Determine the root cause of your
problems
• Provide effective countermeasures
• Empower people to implement
those measures
• Transfer new knowledge
Learning Organization
20
Ask “Why” 5 times
Identifying Root Cause
21
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Level of problem
Level of problem
Why?
Why?
Level of problem
Why?
Level of problem
Why?
Level of problem
Why?
Level of problem
Why 5 times
22
UK Men’s Bball team has
problems shooting free throws
Important Issue
23
Hansei – reflection
Kaizen – continuous improvement
Organizational Learning
24
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• Global performance measures –
how is the company doing?
• Operational performance
measures – how is the plant or
department doing?
• Stretch improvement metrics –
how is the business unit or work
group doing?
Role of Metrics
25
Cascade
Policy Deployment Process
26
PDCA & Obtaining Flow
27
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28
10