10/2/2014

The Toyota Way

Chapters 19 & 20
October 2, 2014

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
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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.

Satisficing

Optimizing

Decision Making Goal

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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

Leans Counter-intuitive Thoughts

8

What is nemawashi?

Nemawashi
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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
Area of freedom for
manager
subordinates
suggests

delegates
consults

joins
sells

Manager Manager Manager Manager Manager Manager Manager

makes sells presents presents presents defines permits
decision decision decision tentative problem, limits, asks subordinat
and decision gets group to es to
invites subject suggestions, make function
questions to change makes decisions within
decision with leader limits
Managerial Authority vs. as equal
member
defined by
superior
Subordinate Freedom 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
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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

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Level of problem
Why?
Level of problem
Why?
Level of problem
Why?
Level of problem
Why?
Level of problem
Why?
Level of problem

Why 5 times
22

UK Mens Bball team has

problems shooting free throws

Important Issue
23

Hansei reflection

Kaizen continuous improvement

Organizational Learning
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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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