Pollution Prevention Basics:

The Road to Cost Savings

Problem Solving Techniques
Team Improvement Groups
(TIG)
Basic - 101
Presented by:
Ron Allen - Environmental Engineer
Toyota Industrial Equipment Mfg., Inc.
Columbus, Indiana

Lean manufacturing and continuous

improvement have been around for more
than a quarter-century, but it seems that
those implementing these ideas in
traditional workplaces still fail to grasp
what's really needed to get the productivity
leaps they seek.

As Steven J. Spear, a senior lecturer at MIT who

has studied Toyota for more than a decade stated:
The work is really threefold: making cars, making
cars better, and teaching everyone how to make
cars better.
At its Olympian best, Toyota adds one more level:
It is always looking to improve the process by
which it improves all the other processes.

Philosophy of TIG
Basic Concept: To utilize a standard method of problem solving,
while at the same time developing the skill levels of the
workforce.
A voluntary program involving both shop and office Associates.
Anyone can participate including the president.
Groups select the problem to work on themselves. Management
may suggest problems to concentrate on, but the group
ultimately decides.
Groups are allowed to meet 1 hour per week to work on their
theme.

Philosophy of TIG
The group typically completes one activity or theme every 6 9
months.
All groups utilize the 8 steps in their problem solving as
described in the Problem Solving Guide.
Although cost savings can be quite substantial, it is not the
primary goal. The primary goal is training and development for
the Associates.
Several incentives are used to entice Associates to join the
program such as free lunches, monetary awards for presented
themes, and opportunities to attend trips such as the NATQCC
(North American Toyota Quality Circle Conference).

Steps for TIG

1.
2.
3.
4.
5.
6.
7.
8.

Clarify the problem

Break down the problem
Set a target
Determine the root cause
Develop countermeasures
See countermeasures through
Confirm results and process
Standardize successful processes

1. Clarify The Problem

A.Brainstorm a list and prioritize,
-ORB. Start with a pre-determined
problem.
-What is the Current Situation?
- What is the Ideal Situation?
- Visualize the gap between the ideal & current situation.
- Must be measurable.
- Solution not known.
- Keep in mind scope.

2. Break Down The Problem

- Use data to categorize the problem into smaller,
more concrete problems. Use division points such as:
Who, What, When, and Where to begin breaking down
the problem.
- Narrow

the focus to one individual aspect of the

problem.
- Genchi Genbutsu: Go & see the smaller, more
focused problem and visualize the process.
- Specify the point of cause and state the problem to
engage.

3. Set A Target
- Make the commitment.
> Measurable, concrete and challenging.
- Do what, by how much, by when?
- Clarify rationale and impact.
- Output oriented (things to be achieved).

4. Determine The Root Cause

- Brainstorm potential causes for the narrowed down
problem. (Why is the problem occurring?)
- Based on facts through Genchi Genbutsu (Go and see),
keep asking "why" to uncover deeper causes. >Eliminate
direct causes that do not materialize.
- Specify the root cause(s) and confirm logic chain.
- Can you turn the problem on
and off with the root cause?

5. Develop Countermeasures
-Brainstorm and develop potential c/m's to address the root
cause.
-Select the most practical and effective c/m.
-Build consensus with others involved.
-Create a clear and detailed action plan. (Clarify roles and
involve everyone on team)

6. See Countermeasures Through

- Quickly

implement C/M and monitor

progress with data.

- Check to see if C/M is happening

- Collect data; regularly check and communicate progress
(ho-ren-so).
- Be consistent when making before and
after comparisons (apples to apples).

7. Confirm Results & Process

- Compare results with target in step 3.
> If no good, try next c/m or return to step 4.
> If okay, cease any short-term measures.
- Evaluate processes for repeatability of results.
- Understand the factors behind the success or failure.
Start

C/M 1
C/M 2
Finish

April

May

June

July

8. Standardize Successful Processes

- Structure processes to prevent recurrence.
- Re-train & document improved standards - (process Manuals).
> Create systems to maintain improved standards.
- Share improved standards through Yokoten (if possible).

Pollution Prevention Basics:

The Road to Cost Savings
Problem Solving Techniques
Team Improvement Groups
(TIG)

Basic - 101
Questions