8 Step Problem
Solving Method
• Deepen your awareness of the importance
of the 8 step process to effective problem
solving
• Apply the process to your own work situation
during class discussion
• Experience how the A-3 tool communicates
the process thinking
• Apply in the work environment that will work
both in the field and in the on-campus lab
Learning Goals
2
8 Step Problem Solving Process
8 Step Process for Problem Solving Steps Depth Zero level Go deeply on each step Complete Step 1 Step 2 Step 3 Step 4 Root Cause Step 5 Step 6 Step 7 Step 8 Toyota strength‐
standardize 3
1
Be adaptable to the work process needs-- take action
quickly
If necessary, use TEMPORARY measures
-when a problem occurs, take action quickly
Keep at it until TRUE countermeasures
are in place
-that which if implemented prevents problem from
returning
Speedy Action in a Timely Manner
4
Difference between “Temporary Measure" and
“Countermeasures”
Problem
Why?
Machine
over travels
Limit switch
not activated
(Fact)
Why ?
Limit switch
Arm is Frozen
(fact)
(Temporary
measure)
Replace the
limit switch
Prevents the
recurrence
Why?
Root Cause
Limit switch is in
Coolant air flow
(Countermeasure)
shield limit switch
from coolant
Temporary Measure Example
5
Action to stop or contain the problem-can add necessary extra work to the
process.
( + $ / + / +  )
• When a problem occurs, take action
quickly
• Purpose is to contain the problem, not
solve it.
Temporary Measure
6
2
Select the optimal containment action on the
following criteria:
• Simplicity
• Minimal modification to current process
• Time to implement
Option 1
Simplicity
Modification
Time
10
9
10
29
Option 2
Option 3
8
7
10
5
9
7
27
17
Sum the score and
select the option with
the highest score
Rate each
option relative
to each other
for each
criteria
Short-Term Containment
7
Problem
Identified
C/M
Identified
C/M
Implemented
Follow up
Complete
Temporary Measure Implementation Plan
8
A problem is …
The current situation gap to the standard = PROBLEM
• Fact based
• Discovery driven
Standard
Gap = Problem
Current
Situation
What Defines a problem in the 8 Step method?
9
3
Non Value Added Work = Waste
• Waste is any factor which does not
contribute to the process by adding
value.
• The goal of Lean is to eliminate any
factors which raise cost without adding
value to the product.
What Defines a problem in the 8 Step Method?
10
Motion
Overproduction
Inventory
Quality
Defects
The 7 Wastes!
Waiting
Over Processing
Transportation
What Defines a problem in the 8 Step Method?
11
Would you like to work in this place?
What Defines a problem in the 8 Step Method?
12
4
See normal vs abnormal
After
Racks and Containers for Small Lot
SOP
Andon Cord
Andon Board
Information
Charts
Scoreboard
5-S
Safety
Glasses
On
Foot-printing Floor
Walking Aisle
Ergo Aid
Table
13
What Defines a problem in the 8 Step Method?
Step1.Clarify the
Problem
Step 2. Break Down the
Problem
P
Step 3. Target Setting
Step 4. Root Cause
Analysis
Step 5. Develop
Countermeasures
D
Step 6. See
Countermeasures
Through
C
Step 7. Monitor Both
Results and Processes
A
Step 8. Standardize
Successful Processes
8 Step Process for Problem Solving
14
• See handout
Example of Problem A-3 Report
15
5
Proceedings
8 Steps
Step 1.
Clarify the
Problem
(1) Clarify the “Ultimate Goal” of your responsibilities
& work
(2) Clarify the “Standard” of your work
(3) Clarify the “Current Situation” of your work
(4) Visualize the gap between the “Current Situation”
and the “Standard”
Step 1 - Clarify the Problem
16
Visualize the gap between the “Current Situation” and the “Standard”
Defects
Problem
The Standard
.5
.4
.3
The Current Situation
.2
Visualize the gap
between the
current
situation and
the standard
.1
Aug
Sep
Oct
Nov
Step 1 - Clarify the Problem
17
Process1. Clarify the “Ultimate Goal” of your responsibilities & work
Ultimate Goal
My job’s
purpose
My work &
Responsibilities
To provide customers with highly functional
and high-quality cars
at reasonable prices in a timely manner
To meet customer demand
To meet Production Plans
Step 1 - Clarify the Problem
18
6
1. Clarify the Problem
Ultimate Goal: Assure TMMK cars meet customer requirement for quality
Standard:
Zero audit defects from sealer area
Current Situation:
7 water leaks on 7/28
15
10
7
Gap=7
0
5
Example: Step 1
0
Actual
Standard
19
1. Clarify the Problem
Ultimate Goal: TMs are compensated for work completed
and paid timely and fairly
Standard: 100% (3300) of TM’s paychecks are
deposited error free
Current Situation: 80% (2640) of TM’s paychecks
are deposited error free
GAP
20% (600) paychecks
Need a manual check
To correct errors
100
80
60
40
20
0
3300
2640
Gap=(20%) 660
80%
100%
Current Standard
Example: Step 1
20
8 Steps
Step 1.
Clarify the problem
Step 2.
Break down
the problem
Proceedings
(1) Clarify the “Ultimate Goal” of your responsibilities & work
(2) Clarify the “Standard” of your work
(3) Clarify the “Current Situation” of your work
(4) Visualize the gap between the “Current Situation” and the
“Standard”
(1) Break down the problem
(2) Identify the prioritized problem
(3) Specify the point of occurrence by
checking the process through GENCHI
GENBUTSU
Step 2 - Break Down the Problem
21
7
Big Problem
Problem
Problem
What
Where
When
Who
Problem
NOT Why!
Problem
Problem
Problem
Problem
Problem
Problem
Problem
Prioritized
Problem
Prioritized Problem at the Point of Occurrence
Step 2 - Break Down the Problem
22
• Formulating a clear, concise statement
from your Gap
• The statement describes the difference
between the standard and current
situation
• During this step, break the large problem
into smaller, more specific problems
• If you can’t describe it, you can’t solve it!
Step 2: Break Down the Problem
23
Narrow the problem sufficiently
Classify and quantify
7 Water leaks
1 on Avalon
1 in Mohican
6 on Camry
Vehicle Type
1 side
Process
5 Tail light
Many water leaks in the tail light
Prioritized
Problem
Priority decision: tackle the biggest impact problem FIRST
Step 2 - Break Down the Problem
24
8
3% increase in
SCRATCHES found on
vehicle at Final Inspection
Classify
Then
Quantify
Trunk=0%
Trunk
Left=95%
Roof=0%
Left
Roof
Right=5%
Hood=0%
Right
Hood
Frt
Door=
80%
RR
Door=
15%
Fender=0%
Qtr Pnl=
5%
80% Window
Frame
Prioritized
Problem
15% Door
Handle
5 % Side
Pnl
Step 2 - Break Down the Problem
25
• The point of occurrence (POO) is the
actual work element at the physical
location where the problem is first seen
• For example, walk the line back.
Check each work station, until you
arrive at the station where the problem
is no longer seen
8 Step Problem Solving
(Locate Point of Occurrence)
26
Standard Work
Pick seat
from back
w/carrier
Set seat
to car
Align seat
to rail
Remove
carrier
Shoot
bolts
(POO)
Defect was found here
Process
steps
Scuffed /
Damaged Cup
Holder @ CSA
Scuffed /
Damaged Cup
Holder @ start
of final
Scuffed /
Damaged Cup
Holder @ after
Front seat
install
No damage @
before Front seat
install
Back track
Locate Point of Occurrence (POO)
27
9
Where is Point of Occurrence?
Prioritized Problem at the
Point of Occurrence
Why is Point of
Occurrence important?
For efficient use of
time & effort
Step 2 - Break Down the Problem
28
2. Break Down the Problem
7 Water leaks
1 on Avalon
1 in Mohican
6 on Camry
Vehicle Type
1 side
Process
5 Tail light
Many water leaks in the tail light
Go and See Investigation for Point of Occurrence
1) Floor Brush--Finish lower seam on end panel
Prioritized
Problem
2) Engine Room Finish--Finsh the area just above and below the tail light
Processes
Standard
Work
1st Application
Engine Room
Finish Hood Corner
Trunk Brush
Floor Brush
Finish Rear Hood
Finish Mirror Plate
Finish Upper end
panel
2nd Application
Finish Side tail light
Example: Step 2
Engine Room Finish
Point of
Occurrence
(POO)
Finish below tail light
Point of Occurrence
29
2. Break Down the Problem
20% (660/3300) manual checks being issued
Group Leader Error
35% (231/660)
Time Execution
61% (142/231)
Other
23% (151/660)
Other
39% (90/231)
Salary Continuation
42% (277/660)
STD Not Paid
30% (83/277)
FMLA PTO Not Paid
70% (193/277)
Prioritized Problem
FMLA Process Flow
T/M obtains FMLA
form
Point of Occurrence (POO)
T/M submits form
to TMR by deadline
TMR reviews form
- submits by
deadline
Payroll system
updated by deadline
T/M received
paycheck with
correct amount
Problem: FMLA paperwork is not received from TMR by the payroll deadline.
Example: Step 2
30
10
8 Steps
Step 1.
Clarify the problem
Step 2.
Break down the problem
Step 3.
Set a target
Proceedings
(1) Clarify the “Ultimate Goal” of your responsibilities & work
(2) Clarify the “Standard” of your work
(3) Clarify the “Current Situation” of your work
(4) Visualize the gap between the “Current Situation” and the
“Standard”
(1) Break down the problem
(2) Identify the prioritized problem
(3) Specify the point of occurrence by checking the process through GENCHI
GENBUTSU
(1) Make a commitment
(2) Set measurable, concrete and
challenging targets
Step 3) Set a Target
31
<STEP2>
<STEP1>
Prioritized
Problem
Standard
Problem
Big
Problem
Current
Situation
Point of
Occurrence
<STEP3>
Target
Problem
Problem
Step 3 - Set a Target
32
3. Target Setting
Target: Eliminate 5 tail light area water leaks on
Camry by 7/29
Example: Step 3
33
11
3. Target Setting
Target: Eliminate 100% late submissions of FMLA
forms to meet payroll deadline by arch 2009. (193
of 660 total gap)
Example: Step 3
34
Example through Steps 1, 2, & 3
1. Clarify the Problem
Ultimate Goal:
No waterleaks in TMMK produced cars
Ideal Situation (Standard):
Zero audit defects from Sealer area
15
Current Situation:
7 waterleaks on 7/28
10
7
5
Gap = 7
Goal
Actual
2. Break Down the Problem
7 Water leaks
1 on Avalon
6 on Camry
1 in Mohican
5 Tail light
Vehicle Type
Process
1 side
Many water leaks in the tail light
Prioritized
Problem
Go and See Investigation for Point of Occurrence
1) Floor Brush--Finish lower seam on end panel
2) Engine Room Finish--Finsh the area just above and below the tail light
1st Application
Engine Room
Floor Brush
Trunk Brush
2nd Application
Finish Hood Corner
Finish Rear Hood
Finish Mirror Plate
Finish Upper end
panel
Finish Side tail light
Engine Room Finish
Finish below tail light
Point of Occurrence
3
5
3. Target Setting
Target: Eliminate 5 tail light area water leaks on Camry by 7/29
3
1. Clarify the Problem
Ultimate Goal: TMs are compensated for work completed and paid timely and fairly
3300
100
80
60
40
20
0
Standard: 100% (3300) of TM’s paychecks are
deposited error free
Current Situation: 80% (2640) of TM’s paychecks
are deposited error free
2640
80%
Gap=(20%) 660
100%
Current Standard
2. Break Down the Problem
20% (660/3300) manual checks being issued
Group Leader Error
35% (231/660)
Time Execution
61% (142/231)
Other
39% (90/231)
FMLA Process Flow
T/M obtains
FMLA form
T/M submits
form to TMR by
deadline
Other
23% (151/660)
Salary Continuation
42% (277/660)
STD Not Paid
30% (83/277)
FMLA PTO Not Paid
70% (193/277)
Prioritized Problem
Point of Occurrence (POO)
T/M received
TMR reviews
Payroll system
paycheck with
form - submits
updated by
correct amount
by deadline
deadline
Problem: FMLA paperwork is not received from TMR by the payroll deadline.
3. Target Setting
Target: Eliminate 100% late submissions of FMLA forms to meet payroll deadline by
March 2009. (193 of 660 total gap)
36
12
Example through Steps 1, 2, & 3
37
8 Steps
Step 1.
Clarify the problem
Step 2.
Break down the problem
Step 3.
Set a target
Step 4.
Analyze the
Root Cause
Proceedings
(1) Clarify the “Ultimate Goal” of your responsibilities & work
(2) Clarify the “Standard” of your work
(3) Clarify the “Current Situation” of your work
(4) Visualize the gap between the “Current Situation” and the
“Standard”
(1) Break down the problem
(2) Identify the prioritized problem
Specify
the point of occurrence by checking the process through GENCHI
(1)(3)
Make
a commitment
GENBUTSU
(2) Set measurable,
concrete and challenging targets
1) Examine the Point of Occurrence and
think of possible causes without prejudice
(2) Gather facts through GENCHI GENBUTSU
and keep asking “Why?”
(3) Specify the root cause
Step 4 - Analyze the Root Cause
38
Time for
WHY
Prioritized Problem at the
Point of Occurrence
Possible
cause
Possible
cause
Possible
cause
Possible
cause
Not a fact
Not a fact
Not a fact
Fact
Possible
cause
Possible
cause
Possible
cause
Not a fact
Not a fact
Fact
Possible
cause
Not a
fact
Think of all meaningful
possible causes
Go and See to confirm
Possible
cause
Repeat
Fact
Root cause
Step 4) Analyze the Root Cause
39
13
(Example) Bad polishing of painted parts
Man (Human):
Standard work being followed?
Machine:
RPMs correct?
Material:
Correct compound?
Method:
Polishing standard correct?
Environment:
Work place temperature correct?
Step 4 - Analyze the Root Cause
40
Example:
Welding robot stops in the middle of its operation.
Why? A fuse in the robot has blown.
Why? Circuit overloaded.
Why? The bearings have damaged one another and locked up.
Why? There was insufficient lubrication on the bearings.
Why? Oil pump on robot is not circulating suffi
Why? Pump intake is clogged with metal shavings.
Why? No filter on pump intake (as designed)
Root Cause
Step 4 - Analyze the Root Cause
41
4. Root Cause Analysis
Waterleaks on the left side tail light
T/M leaving gaps in finish
T/M not turning spatula into the seam
T/M not instructed in proper angle of finish when trained
No specification in STW for proper spatula angle when finishing
ROOT CAUSE
*Apply the “therefore” test to check thinking
Example through Step 4
Step 4 - Analyze the Root Cause
42
14
4. Root Cause Analysis
FMLA paperwork is not received from TMR by the payroll deadline
Form doesn't pass review
Form was submitted incorrectly
Part "D" not complete
T/M thought HR was to complete
Instructions not clear in Part "D"
*Apply the “therefore” test to check thinking
Example through Step 4
Step 4 - Analyze the Root Cause
43
Example Step 4
44
8 Steps
Proceedings
Step 1.
Clarify the problem
Step 2.
Break down the problem
(1) Clarify the “Ultimate Goal” of your responsibilities & work
(2) Clarify the “Standard” of your work
(3) Clarify the “Current Situation” of your work
(4) Visualize the gap between the “Current Situation” and the
“Standard”
(1) Break down the problem
Step 3.
Set a target
(2)Make
Identify
the prioritized problem
(1)
a commitment
(3)Set
Specify
the point
of occurrence
by checking
(2)
measurable,
concrete
and challenging
targets the process
through GENCHI GENBUTSU
Step 4.
Analyze the root cause
(1) Examine the point of occurrence and think of possible causes without
(1)prejudice
Develop as many potential countermeasures
Step 5.
Develop
countermeasures
(2) Gather
through GENCHI GENBUTSU and keep asking “Why?”
as facts
possible
(3) Specify the root cause
(2)
Select the highest value added
countermeasures
(3) Build consensus with others
(4) Develop a clear and detailed action-plan
Step 5) Develop Countermeasures
45
15
Procedure for developing countermeasures
Countermeasure
Countermeasure
Countermeasure
Root
Cause
Countermeasure
Countermeasure
with the highest value-added
Countermeasure
Countermeasure
Countermeasure
Step 5 - Develop Countermeasures
46
Select the highest value added Countermeasures
Evaluate all potential Countermeasures
Effectiveness
Truly eliminates the Root Cause
Meets the Target
Cost/Manpower
The cost and time
Number of people required to implement/to sustain
Risk
The risks when implementing
Safety? Quality? Workability?
Impact on other previous or following processes
Step 5 - Develop Countermeasures
47
Build consensus with others
Present to management for approval to go forward—
A-3 format is a standardized and efficient tool
•Explain and discuss plans with all relevant parties
• Set up a cross functional committee
• Organize the meeting to present the analysis and
countermeasure ideas/plans
• Hold update meetings to share latest
info/progress
Note: thru Process step 5, planning phase is completed
Step 5 - Develop Countermeasures
48
16
Select the highest value-added Countermeasures
Make an evaluation matrix: Countermeasure for assembling mismatched parts
Risk
Overall judgment
Workability
Problems to
other processes
Safety problem
Quality problem
Technical difficulty
Expected effort
Options
Cost / Man-hour
Factors
Change
parts color
Change
parts shape
X X X
X
X X
Good
Acceptable
Change
sequence
of operation
NG
Optimal
Confirm the facts by interviewing related people and departments
Step 5 -Develop Countermeasures
49
Develop a clear and detailed action-plan
When creating the action-plan, be sure to clearly identify the four W’s
of the countermeasures
Who – What – Where – When?
Clarify the roles and
responsibilities of people
and departments involved
Keep updates (point to be
checked) through reporting,
informing, and consulting
Clarify the schedule and
order of actions to
implement
(Example)Action Plan
Action items
Determine the
best color for parts
per model
Operator
A
July
August
September
1W 2W 3W 4W 1W 2W 3W 4W 1W 2W 3W
Discuss color
Discuss and decide in a team meeting
Request to prepare
Prepare trial parts
Test by using trial parts
B
Confirm test results
Report to managers
Step 5 - Develop Countermeasures
50
5. Develop Countermeasure
R.C. No spec in standard work for spatula angle
Cost
Safety
Add inspection process
∆
∆
O
∆
∆
Train T/M's in correct angle to hold spatula
Effort
∆
O
O
Effectiveness
O
Overall
O
Repair in CART
X
X
O
X
X
Temp Action
Add inspection key points at quality gate and feeback to T/M's ‐ 7/28
Make a Plan
Example: Step 5
51
17
5. Countermeasure Options & Evaluation
Options
Effectiveness
Budget
Speed
Quality
Overall
Assessment
Post clearer instructions
on T/M board
X
O
O
X
X
O
O
O
O
Update instructions on
form
Have TMR instruct
T/M
Update instructions on
form along with TMR
communications
O
O
Comments
-Create awareness of enhancement
-Help T/Ms who review board
-Not helpful at home
-Would document enhancement as new
standard
-Dependent on T/M reading it
-Verbally communicate the enhancement
-Cannot ensure that T/M will remember the
instructions if not written down
O
O
-Would document enhancement as new
Standard while confirming the instructions
Example: Step 5
52
8 Steps
Step 1.
Clarify the problem
Step 2.
Break down the problem
Step 3.
Set a target
Step 4.
Analyze the root cause
Step 5.
Develop countermeasures
Proceedings
(1) Clarify the “Ultimate Goal” of your responsibilities & work
(2) Clarify the “Standard” of your work
(3) Clarify the “Current Situation” of your work
(4) Visualize the gap between the “Current Situation” and the
“Standard”
(1) Break down the problem
(2) Identify the prioritized problem
(3) Specify the point of occurrence by checking the process
through GENCHI GENBUTSU
(1) Make a commitment
(2) Set measurable, concrete and challenging targets
(1) Examine the point of occurrence and think of possible causes without
prejudice
(2) Gather facts through GENCHI GENBUTSU and keep asking “Why?”
(3) Specify the root cause
(1) Develop as many potential countermeasures as possible
(2) Narrow down the countermeasures to the most practical and
effective
(3) Build consensus with others
(4) Develop a clear and detailed action-plan
Step 6 - See Countermeasures Through
53
8 Steps
Step 6.
See
countermeasures
through
Proceedings
(1) With all members united, implement
countermeasures with speed and
persistence
(2) Share information with others by
informing, reporting and consulting
(3) Never give up, and proceed to the
next step quickly
Step 6 - See Countermeasures Through
54
18
Implement Countermeasures with speed and persistence
after consensus (Nemawashi) building
1) Concentrate efforts
2) Check progress regularly
“On-the-floor” standup at
the progress boards—
relate to “jishuken” room
Step 6) See Countermeasures Through
55
6. See Countermeasure Through
Countermeasure Plan - Train T/M's in correct spatula angle
What
Who
When
Status
Rewrite Standard Work
T/L
7/28
100%
Develop SWES with Key Points
T/L
7/29
100%
Train T/M's
T/L
7/30&31
100%
Check for 3 Shifts
T/L
8/3
100%
Remove Temp Action
T/L
7/30
100%
Additional tracking method -
100%Complete
25% Complete
75% Complete
50% Complete
Example: Step 6
56
6. Action Plan
Item (What) (When)
Resp (Who)
Timing
Feb
W1
Draft form with clearer instructions
W2
W3
Mar
W4
W1
W2
W3
W4
TH
Sample T/M response; revise as
needed
TH
Consensus/Approval throughout
HR
RK
Coordinate communication method
with TMR and roll out
SE
Example: Step 6
57
19
Good
Acceptable
NG
Optimal
Example through Steps 5 & 6
58
8 Steps
Step 1.
Clarify the problem
Step 2.
Break down the problem
Step 3.
Set a target
Step 4.
Analyze the root cause
Step 5.
Develop countermeasures
Proceedings
(1) Clarify the “Ultimate Goal” of your responsibilities & work
(2) Clarify the “Standard” of your work
(3) Clarify the “Current Situation” of your work
(4) Visualize the gap between the “Current Situation” and the
“Standard”
(1) Break down the problem
(2) Identify the prioritized problem
(3) Specify the point of occurrence by checking the process
through GENCHI GENBUTSU
(1) Make a commitment
(2) Set measurable, concrete and challenging targets
(1) Examine the point of occurrence and think of possible causes without
prejudice
(2) Gather facts through GENCHI GENBUTSU and keep asking “Why?”
(3) Specify the root cause
(1) Develop as many potential countermeasures as possible
(2) Narrow down the countermeasures to the most practical and
effective
(3) Build consensus with others
(4) Develop a clear and detailed action-plan
Step 7 - Evaluate Both Results and Processes
59
8 Steps
Step 6.
See Countermeasures
Through
Step 7.
Evaluate Both
Results
and Processes
Proceedings
(1) With all members united, implement countermeasures with
speed and persistence
(2) Share information with others by informing, reporting and
consulting
(3) Never give up, and proceed to the next step quickly
(1) Evaluate the results and the processes,
and share it with members involved
(2) Evaluate from three key perspectives:
Customer’s, 8 Step’s, and Your Own
(3) Understand the reasons of success and
failure
Step 7 - Evaluate Both Results and Processes
60
20
Evaluate results and process, and share it with stakeholders
Evaluate the process for achieving the results
Did we analyze the
true root cause?
What was
most effective?
Did we follow the
Problem solving 8
steps completely?
Step 7 - Evaluate Both Results and Processes
61
Evaluate results and processes, and share it with stakeholders
Confirm positive and negative effects
Positive
effects
Repair
hours
Achieved
target
Negative
effects
Cost for
machine
modification
Step 7 - Evaluate Both Results and Processes
62
Develop a tracking chart or graph
(make the standard/target easy to see
• Where do we get the data?
• What data is needed?
• What is the required time period?
• Who will collect and summarize
data?
Step 7 Execution
63
21
7. Monitor Both Results and Processes
Tail light Waterleak Tracking
7/28
8 defects
7/29
0 defects
7/30
0 defects
7/31
0 defects
8/1
8/2
0 defects
0 defects
8/3
0 defects
Tail Light Waterleaks
Remove Temp Action
10
8
6
4
2
0
# of defects
7/28
7/29 7/30 7/31 8/1 8/2 8/3
Date
Example: Step 7
64
7. Monitor Both Results and Processes
Number of
FMLA forms
from TMR not
meeting payroll
deadline
250
200
193
150
100
100
98
W2
W3
50
20
19
W4
May W1
6
0
W2
W3
0
April
W1
Example: Step 7
65
8 Steps
Step 1.
Clarify the problem
Step 2.
Break down the problem
Step 3.
Set a target
Step 4.
Analyze the root cause
Step 5.
Develop countermeasures
Proceedings
(1) Clarify the “Ultimate Goal” of your responsibilities & work
(2) Clarify the “Standard” of your work
(3) Clarify the “Current Situation” of your work
(4) Visualize the gap between the “Current Situation” and the
“Standard”
(1) Break down the problem
(2) Identify the prioritized problem
(3) Specify the point of occurrence by checking the process
through GENCHI GENBUTSU
(1) Make a commitment
(2) Set measurable, concrete and challenging targets
(1) Examine the point of occurrence and think of possible causes without
prejudice
(2) Gather facts through GENCHI GENBUTSU and keep asking “Why?”
(3) Specify the root cause
(1) Develop as many potential countermeasures as possible
(2) Narrow down the countermeasures to the most practical and
effective
(3) Build consensus with others
(4) Develop a clear and detailed action-plan
Step 8 - Standardize Successful Processes
66
22
8 Steps
Step 6.
See Countermeasures
Through
Step 7.
Evaluate Both
Results and Processes
Step 8.
Standardize
Successful
Processes
Proceedings
(1) With all members united, implement countermeasures with speed and
persistence
(2) Share information with others by informing, reporting and consulting
(3) Never give up, and proceed to the next step quickly
(1)Evaluate the results and the processes, and share it with members
involved
(2)Evaluate from three key perspectives: Customer’s, 8 Step’s, and Your
Own
(3)Understand the reasons of success and failure
(1) Set successful processes as new
standard
(2) Share the new standard (YOKOTEN)
(3) Start the next round of KAIZEN
Step 8 - Standardize Successful Processes
67
Procedure for Standardizing successful processes
(1) Successful processes as new standard
Overall
Company
Own work area
(2) Share the new standard (YOKOTEN)
Ideal Situation
KAIZEN
Standardization
(3) Start the next round of KAIZEN
YOKOTEN
KAIZEN
Standardization
YOKOTEN
KAIZEN
Success
Standardization
YOKOTEN
Implementation
Step 8 - Standardize Successful Processes
68
Start the next round of KAIZEN
Kaizen
Standardize
Solve one problem
Repetition of problem solving process
KAIZEN
KAIZEN
KAIZEN
Step 8 - Standardize Successful Processes
69
23
8. Standardize Successful Processes
Yokoten: Contact other NAMC's to confirm no problem
Follow-up: Have Pilot add special check for finish angle in
Standardized work development
Example: Step 8
70
8.
Standardize Successful Performance
Document reason for adding additional instructions to form
Standardize electronic form in database with revision date
Yokoten: Share the new form with other NAMCs by June 30
Example: Step 8
71
5. Develop Countermeasure
1. Clarify the Problem
Ultimate Goal:
No waterleaks in TMMK produced cars
R.C. No spec in standard work for spatula angle
Effort
Zero audit defects from Sealer area
Ideal Situation (Standard):
Current Situation:
7 waterleaks on 7/28
10
∆
Effectivenes s
Ove rall
O
∆
∆
O
O
O
O
X
X
O
X
X
Temp Action
Add inspection key points at quality gate and feeback to T/M's ‐ 7/28
Gap = 7
Actual
∆
Safety
∆
Repair in CART
7
5
Cost
Train T/M's in correct angle to hold spatula
Add inspection process
15
Goal
2. Break Down the Problem
6. See Countermeasure Through
7 Water leaks
1 on Avalon
Countermeasure Plan - Train T/M's in correct spatula angle
6 on Camry
1 in Mohican
5 Tail light
1 side
Vehicle Type
Many water leaks in the tail light
What
Who
Rewrite Standard Work
T/L
Develop SWES with Key Points
When
Status
7/28
100%
T/L
7/29
100%
Train T/M's
T/L
7/30&31
100%
Check for 3 Shifts
T/L
8/3
100%
Remove Temp Action
T/L
7/30
100%
Process
Prioritized
Problem
C/M Complete
C/M Identified
C/M Tracking
C/M Implemented
Go and See Investigation for Point of Occurrence
1) Floor Brush--Finish lower seam on end panel
2) Engine Room Finish--Finsh the area just above and below the tail light
Engine Room
Floor Brush
Trunk Brush
2nd Application
Finish Hood Corner
Finish Rear Hood
Finish Mirror Plate
Finish Upper end
panel
Finish Side tail light
7. Monitor Both Results and Processes
Engine Room Finish
Tail light Waterleak Tracking
Finish below tail light
Point of Occurrence
3. Target Setting
7/28
8 defects
7/29
0 defects
7/30
0 defects
7/31
0 defects
8/1
0 defects
8/2
0 defects
8/3
0 defects
Tail Light Waterleaks
# of defects
1st Application
Remove Temp Action
10
8
6
4
2
0
7/28
7/29 7/30 7/31 8/1 8/2 8/3
Date
Target: Eliminate 5 tail light area water leaks on Camry by 7/29
8. Standardize Successful Processes
4. Root Cause Analysis
Yokoten: Contact other NAMC's to confirm no problem
Waterleaks on the left side tail light
T/M leaving gaps in finish
T/M not turning spatula into the seam
Follow-up: Have Pilot add special check for finish angle in Standardized work development
T/M not instructed in proper angle of finish when trained
No specification in STW for proper spatula angle when finishing
ROOT CAUSE
Example: Steps 1-8
72
24
Example: Steps 1-8
73
Example: Steps 1-8
74
25