The Toyota Way Field Book
Chapter 17- Plan-Do-Check-Act
We have reached the implementation phase! Many are so anxious to “get busy” with implementation that they
shortcut the previous portions of the process- which is a critical mistake!
Avoid problems by fully completing the problem definition and root cause analysis phases before moving into
implementation.
Plan: Develop an Action Plan
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Theme within the Toyota Way – The method or tool is not as important as the thought process and the
skill of the user.
Develop consistent understanding of and alignment to the plan
Countermeasures are divided into 2 groups:
1. Short-term
a. quickly- within a week, a Band-Aid
b. always consider an immediate action that will provide instant improvement
c. reduce creation of defects and ensure defectes are not passed to next process
d. poka yoke- in-station process controls and error proofing
e. Often the ultimate solution is difficult or not capable
f. Time and resources can be wasted waiting for an “ultimate” solution
2. Long-term (refers to permanency)
a. Intended to permanently eliminate the root causes
b. Implementation may take weeks or months
c. Dividing the task into smaller increments (is heijunka or leveling) and has 2 benefits:
i. Smaller check frequency interval- progress more closely monitored
ii. Effectiveness may be tested earlier than after the entire process is found to be flawed
d. Dividing the task into 25% segments
i. Begin with the 25% most commonly used parts (to get greatest benefit FIRST)
ii. Verifies the process- ensure desired results
iii. Gain partial benefits earlier in process
iv. Immediate returns and verification of success for the long term
3. A “plan” details what, who when, where and IF necessary the how.
a. Identify WHO- PERSON (not group) is responsible to ensure success. The responsible person
does not have to implement, but is accountable to:
i. Explain the plan
ii. Coordinate efforts
iii. Schedule added resources
iv. Verify completion according to tplan
v. Provide updates progress
b. Implementation of countermeasures should be “phased” or sequential for a clear understanding
of HOW the success was achieved. Results must be repeatable.
Do: Implement Solutions
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4.
5.
It is common to implement a solution and then find an additional opportunity for improvement.
So when is a project complete?
If a problem is solved (as defined), the activity is officially completed.
The responsibility for sustaining the results is passed to the people responsible for the work area.
At times the solution for one problem creates a lesser problem requiring modification, so the
implementer must continue to observe and correct until the process performs as planned.
Check: Verify Results
1. If you’ve tested ideas as part of the selection of solutions, you have already confirmed the effectiveness
and verification of improvement has already been done.
2. It is only necessary to collect actual process data after the change and chart it the same way you charted
the problem
3. It is necessary to have a baseline to verify improvement! Without data, the severity of the situation is
only a subjective “feeling”.
4. The results presented must be directly related to the stated problem and the corresponding indicators.
5. Show the entire causal chain (Root Cause and Solution) Why, Why, Why…, Therefore, Therefore,
Therefore…(See Figure 17-2 on page 369)
6. Show a trend BEFORE implementation THROUGH to implementation and then BEYOND to show
sustained improvement. (Figure 17-3, Page 370- Completed results summary)
Act: Identify Future Steps
1. The successful completion of a problem-solving activity should be celebrated and the efforts of
everyone involved recognized.
2. The nature of continuous improvement means that completion of one problem-solving activity should
lead to the start of another- there are many more (problems/opportunities ) that need attention.
3. At the conclusion of a problem-solving activity the “next steps” or “future steps” are reviewed to remind
everyone of this process of continuous improvement. This should address 4 issues in particular:
a Describe plans for wrapping up “loose ends”
b Explain responsibility for sustaining current results and continued improvement (what they
will DO and HOW and WHEN)
c Identify whether any assistance is needed to resolve any issues beyond the control of the
problem-solving team.
d The team or individual, must look forward and identify the next problem to “pick up”- the
next most important issue in the work area is usually chosen.
4. In addition, it is important to share the information of this activity within the organization to areas
experiencing similar problems. Generally management is responsible for sharing the information.