TW Chapter 1: Background to the Fieldbook

Question 1

What is the next big step in manufacturing beyond Ford’s mass production?

Answer 1

Lean production

Question 2

What does lean production do?

Answer 2

Adding value to customers through people, adapting as a true learning organization

Question 3

What is tacit knowledge?

Answer 3

The craft type of knowledge that is gained from experience and reflection, not reading a recipe

Question 4

What is the one reality of the Toyota Way?

Answer 4

There is always more than one way to achieve the desired result

Question 5

What is important in the Toyota Method?

Answer 5

To learn, think about what you have learned, apply it, and reflect on the process and continuously improve in order to improve the organization long term.

Question 6

What is the 4P model of the Toyota Way?

Answer 6

Philosophy, Process, People/Partners, Problem Solving

Question 7

What is the Toyota Way philosophy?

Answer 7

The company is a vehicle for adding value to customers, society, the community, and its associates. The company is responsible, at all levels. This is the key to all else in the method.

This philosophy is the foundation. Base management decisions on a long-term philosophy, even at the expense of short-term financial goals.

Question 8

What is the Toyota Way process?

Answer 8

The right process brings the right results

Question 9

What is the crux of the Toyota Way emphasis on people and partners?

Answer 9

That value is added to the organization by challenging people and partners to grow.

Question 10

How does the Toyota Way focus on problem solving?

Answer 10

If root problems are continuously solved, this will drive organizational learning. Always look for problems to solve, the root causes of those problems, and share lessons learned with others.

Question 11

Process: What is “flow” in Toyota Way?

Answer 11

The process of cutting back to zero the amount of time any work project is sitting idle. This links processes and people together so that problems surface right away.

This allows us to create a continuous process flow to bring problems to the surface

Question 12

Process: What is a “pull” system in Toyota Way?

Answer 12

A method to avoid overproduction, in which small quantities of products are stocked, but are replenished frequently, based on what the customer actually takes away.

Question 13

Process: What does it mean to level out the workload in Toyota Way?

Answer 13

Peaks and troughs in workload cause reactive, wasteful actions, and prevent standardization. Toyota finds creative ways to keep the workload stable (haijunka) so flow is better.

An example is to use flexible workforces from contractors and suppliers to handle spikes and peaks in workload.

Question 14

Process: How does Toyota Way deal with problems?

Answer 14

They are fixed immediately, so there is no additional waste action caused by the lingering problem.

Question 15

Process: How does standardization influence improvement?

Answer 15

Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.

Standardization lock in the learning that has occurred prior, so employees can build off of it with innovation and learning. It makes prediction of timing and output possible.

Question 16

Process: What is “visual control” in Toyota Way?

Answer 16

That process must be reinforced by visual aids that are separate from the computer (and thus live in the work space) since people are visual creatures

Question 17

Process: How is technology used in Toyota Way?

Answer 17

Technology should help people follow a standard process. Before it is implemented, a clear need must be articulated in detail and the technology must be thoroughly investigated.

Under the Toyota Way, only reliable, thoroughly tested technology that serves our people and processes should be used.

Question 18

People and Partners: How are leaders developed under Toyota Way?

Answer 18

Leaders and grown, not bought. The must espouse the philosophy in everything they do. Thus, grown leaders should thoroughly understand the work, live the philosophy, and teach it to others.

Question 19

People and Partners: How are people and teams developed?

Answer 19

As exceptional components that follow the philosophy. Values and beliefs must be well-aligned among the people of the company.

Question 20

People and Partners: How does Toyota Way show respect for partners and suppliers?

Answer 20

By challenging them and helping them improve. Partners are not used and abused, but become a part of the Toyota Way system.

Question 21

Problem Solving: How do people come to understand problems under the Toyota Way?

Answer 21

They go and see for themselves (genchi genbutsu): go to the source, observe, and deeply analyze.

This is different from merely looking at data and reports, which give only a superficial understanding.

Personally-verified data is crucial; those data that come from seeing the problem oneself create deep understanding.

Question 22

Problem Solving: How are decisions made under Toyota Way?

Answer 22

Decisions are made slowly, by consensus, after thoroughly considering all options (nemawashi). Once decisions are made, however, they are implemented rapidly because the consensus has been built. All those who are affected must be spoken to.

Question 23

Problem Solving: How does the Toyota Way build learning organizations?

Answer 23

Through relentless reflection (hansai) and continuous improvement (kaizen)

After stable processes are achieved, continuous improvement is undertaken through reflection activities. These determine the root cause of inefficiencies, and effective countermeasures.

People should be open about what did not go well, and what effective countermeasures can be used to prevent it from happening again.

Making waste visible gives the company an opportunity to learn.