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Problem Solving at Toyota

Problem Solving at Toyota

Descrives how Toyota works and its fundamental technique called Problem Solving.

This presentation was made for Repro internal.

Asei Sugiyama

March 26, 2020
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  1. Problem Solving at Toyota
    Asei Sugiyama

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  2. Summary
    Problem Solving (A3 thinking) is a systematic PDCA process.
    Problem Solving is the foundation for almost all work at the Toyota
    group and practiced by all employees at all levels at all companies.
    The first half of the steps (the left side) are extremely important to
    ensure that we are tackling the right problem.
    At the root cause analysis, 5 why is not the truth. It's too shallow.
    No wasteful work. Work or waste (muda).

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  3. TOC
    . Why should we know Problem Solving? <-
    . The Toyota Way
    . Problem Solving
    . Other famous methods of Toyota
    . Recap

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  4. Why should we know Problem Solving?
    Why should we know the Toyota Production System (TPS)?
    Why should we know Problem Solving?
    How can we learn to adopt the Toyota way on software
    development?

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  5. Why should we know the Toyota Production
    System (TPS)?
    It's the origin of software development style, Scrum, Lean, LeSS.
    Lots of useful ideas such as "muri, mura, and muda"

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  6. Why
    should
    we know
    Problem
    Solving?
    SHANG, GAO. The toyota

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  7. How can we learn
    to adopt the Toyota
    way on software
    development?
    Lean from the Tranches,
    Managing Large-Scale
    projects with Kanban has a
    short and clear description
    with some examples
    (Chapter 20).

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  8. TOC
    . Why should we know Problem Solving?
    . The Toyota Way <-
    . Problem Solving
    . Other famous methods of Toyota
    . Recap

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  9. The Toyota Way
    . Toyota Global Vision
    . Five Main Principles of
    Toyoda (豊⽥綱領)
    . Guiding Principles at Toyota
    . Toyota Way (2001)
    . Toyota Way (Book) by
    Jeffrey K. Liker
    Toyota Code of Conduct

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  10. Toyota Global Vision
    After the recall of Toyota
    vehicles in the US, Akio Toyoda
    (CEO of Toyota) announced
    Toyota Global Vision on March
    9, 2011.
    The roots of the tree are Toyota
    principles; the foundation of
    Toyota.
    Toyota Global Vision | Vision & Philosophy | Company |

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  11. Five Main Principles of Toyoda (豊⽥綱領, 1935)
    Always be faithful to your duties, thereby contributing to the
    Company and to the overall good.
    Always be studious and creative, striving to stay ahead of the
    times.
    Always be practical and avoid frivolousness.
    Always strive to build a homelike atmosphere at work that is warm
    and friendly.
    Always have respect for spiritual matters, and remember to be
    grateful at all times.
    TOYOTA MOTOR CORPORATION GLOBAL WEBSITE | 75 Years of TOYOTA | Current Conditions | Five Main

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  12. Guiding Principles at Toyota (1/3)
    . Honor the language and spirit of the law of every nation and
    undertake open and fair corporate activities to be a good corporate
    citizen of the world.
    . Respect the culture and customs of every nation and contribute to
    economic and social development through corporate activities in
    the communities.
    . Dedicate ourselves to providing clean and safe products and to
    enhancing the quality of life everywhere through all our activities.
    Toyota Code of Conduct

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  13. Guiding Principles at Toyota (2/3)
    . Create and develop advanced technologies and provide
    outstanding products and services that fulfill the needs of
    customers worldwide.
    . Foster a corporate culture that enhances individual creativity and
    teamwork value, while honoring mutual trust and respect between
    labor and management.
    Toyota Code of Conduct

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  14. Guiding Principles at Toyota (3/3)
    . Pursue growth in harmony with the global community through
    innovative management.
    . Work with business partners in research and creation to achieve
    stable, long-term growth and mutual benefits, while keeping
    ourselves open to new partnerships.
    Toyota Code of Conduct

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  15. The Toyota
    Way (2001)
    Challenge
    Kaizen
    Genchi
    Genbutsu
    Respect
    Teamwork
    Toyota Way 2001 / Toyota Code of

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  16. The Toyota Way (Book)
    14 management principles in four
    sections
    . Long-Term Philosophy
    . The Right Process Will Produce the
    Right Results
    . Add Value to the Organization by
    Developing Your People
    . Continuously Solving Root Problems
    Drives Organizational Learning
    The Toyota Way - Wikipedia

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  17. 1. Long-Term Philosophy
    . Base your management decisions on a long-term philosophy, even
    at the expense of short-term financial goals.
    2. The Right Process Will Produce the Right
    Results
    . Create a continuous process flow to bring problems to the surface.
    . Use "pull" systems to avoid overproduction.
    The Toyota Way - Wikipedia

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  18. 2. (Continuing)
    . Level out the workload (heijunka, eliminating muri, mura, and
    muda).
    . Build a culture of stopping to fix problems, to get quality right the
    first time (jidoka).
    . Standardized tasks and processes are the foundation for
    continuous improvement and employee empowerment (kaizen).
    . Use visual control so no problems are hidden (5S).
    . Use only reliable, thoroughly tested technology that serves your
    people and processes.
    The Toyota Way - Wikipedia

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  19. 3. Add Value to the Organization by
    Developing Your People
    . Grow leaders who thoroughly understand the work, live the
    philosophy, and teach it to others.
    . Develop exceptional people and teams who follow your company's
    philosophy.
    . Respect your extended network of partners and suppliers by
    challenging them and helping them improve.
    The Toyota Way - Wikipedia

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  20. 4. Continuously Solving Root Problems
    Drives Organizational Learning
    . Go and see for yourself to thoroughly understand the situation
    (Genchi Genbutsu).
    . Make decisions slowly by consensus, thoroughly considering all
    options and then implement rapidly (nemawashi).
    . Become a learning organization through relentless reflection
    (hansei) and continuous improvement (kaizen).
    The Toyota Way - Wikipedia

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  21. Hansei (Reflection meeting)
    This process contains "root cause analysis", or "5 whys".
    "5 whys" is misunderstood, "5" is too shallow.
    Furthermore, it is only a part of the whole process of the
    fundamental framework called Problem Solving.
    Even if a task is completed successfully, Toyota recognizes the
    need for a hansei-kai, or reflection meeting; a process that helps
    to identify failures experienced along the way and create clear
    plans for future efforts.
    Within the process, no problem is itself a problem.


    Hansei - Toyota Production System guide - Toyota

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  22. TOC
    . Why should we know Problem Solving?
    . The Toyota Way
    . Problem Solving <-
    . Other famous methods of Toyota
    . Recap

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  23. Problem Solving
    Problem Solving is 8 step PDCA
    process to realize measurable
    improvements in issues.
    It is also called "A3 thinking" after
    its report format using A3 paper.
    The first half steps called "left half
    side" are to identify the right
    problem to solve and these steps
    are extremely important.
    Problem Solving with A3 Thinking - Francesco Attanasio -

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  24. A3 Thinking
    A3 problem solving - Wikipedia

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  25. 8 (9) steps of Problem Solving (2017)
    . Backgrounds
    . Clarify the problem
    . Breakdown the problem
    . Set a target
    . Analyze the root cause
    . Develop countermeasures
    . See countermeasures through
    . Monitor the process and results
    . Standardize successful processes

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  26. 0. Backgrounds
    Describe the background of the problem and add context.
    Describe why you thought that solving the issue is important.

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  27. 1. Clarify the problem
    Describe the current condition where the issue appears.
    At this step, you should draw the entire workflow, define the
    metrics, and measure the workflow by the metrics.
    Define the target condition of the workflow. You should add the
    metrics.
    DO: 0 acaccidents per week, 3 minutes per processing.
    DON'T: safe, fast.
    Define the problem by the difference between the current
    condition and ideal condition.

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  28. Remove a zero from zeros
    ¥ 600,000,000 -> ¥ 60,000,000
    episode from トヨタ式「スピード問題解決」

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  29. 2. Breakdown the problem
    Analyze the entire workflow and find the Point Of Cause where
    most issues came from.
    In this step, a lot of charts, tables, and diagrams (e.g. value
    stream map) are used to find the Point of Cause.
    A key principle at this point is Genchi genbutsu; go and see things
    by themselves.
    Don't rely on indirect information. Go to the source.
    This step is extremely important.

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  30. View Slide

  31. What color is the wire?

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  32. 3. Set a target
    Describe what you will do to solve the Point Of Cause.
    The description should be SMART (Specific, Measurable,
    Attainable, Relevant, Timely)
    Also, the Description should answer Five Ws.
    Management will forgive a decision that does not work out as
    expected, if the process used was the right one.


    SHANG, GAO. The toyota way model: an implementation framework for large chinese construction firms.

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  33. Left side
    Step 0-3 called the "left
    side" from A3 paper.
    The left side is extremely
    important to target the
    right problem.

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  34. Recap
    The left side of the Problem Solving
    contains;
    . Backgrounds
    . Clarify the problem
    . Breakdown the problem
    . Set a target
    The purpose of the left side is to
    target the right problem.
    Problem Solving with A3 Thinking - Francesco Attanasio -

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  35. 4. Analyze the root
    cause
    Using 5 whys method,
    break down the Point of
    Cause into root causes.
    5 whys are too shallow.
    Our responsibility, not
    other's responsibility.
    Genchi genbutsu.
    image from'Lean from the Tranches, Managing

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  36. 5. Develop countermeasures
    Broadly considering alternative solutions and developing a
    detailed rationale for the preferred solution.
    Evaluate costs for the solutions.
    Rack your brain before throw money.
    6. See countermeasures through
    Simply do the solution we choose.
    Just do it.

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  37. 7. Monitor the process and results
    Evaluate the result of your solution and the process of your
    Problem Solving.
    Recap: No problem is itself a problem.
    Recap: "Management will forgive a decision that does not work out
    as expected, if the process used was the right one."
    8. Standardize successful processes
    If you succeed to solve the problem, standardize your solution by
    making standard operation manual and holding study sessions.

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  38. Recap
    . Backgrounds
    . Clarify the problem
    . Breakdown the problem
    . Set a target
    . Analyze the root cause
    . Develop countermeasures
    . See countermeasures through
    . Monitor the process and results
    . Standardize successful processes
    Problem Solving with A3 Thinking - Francesco Attanasio -

    View Slide

  39. TOC
    . Why should we know Problem Solving?
    . The Toyota Way
    . Problem Solving
    . Other famous methods of Toyota <-
    . Recap

    View Slide

  40. Other famous methods of Toyota
    TPS (Toyota Production System)
    5S
    muda
    Own Process Completion (⾃⼯程完結)

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  41. TPS
    jidoka (⾃働化; autonomation)
    Never let a defect pass into the
    next station and freeing people
    from machines.
    Just-in-Time
    To produce the required
    quantities at the required time
    with the slim and fast line.
    SHANG, GAO. The toyota way model: an implementation

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  42. 5S
    . Seiri; Sort
    . Seiton; Set in order
    . Seiso; Shine
    . Seiketsu;
    Standardize
    . Shitsuke; Sustain
    SHANG, GAO. The toyota way model: an

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  43. Muda (by Taichi Ohno)
    Waste of
    . Transport; 運搬のムダ
    . Inventory; 在庫のムダ (raw materials, WIP, finished goods)
    . Motion; 動作のムダ
    . Waiting; ⼿待ちのムダ
    . Over-production; 造りすぎのムダ
    . Over-processing; 加⼯のムダ
    . Defects; 不良・⼿直しのムダ

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  44. Own Process Completion (⾃⼯程完結) (1/2)
    The purpose of Own Process Completion (Ji Koutei Kanketsu; JKK)
    is to improve the productivity and satisfaction of employees.
    This method is applied not only to production lines but also for
    office workers.
    In all processes, predetermined procedures must be carried out
    according to instructions in order to ensure that no defective
    items proceed to the next stage.


    from Doing All We Can to Maintain and Improve Quality

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  45. Own Process Completion (⾃⼯程完結) (2/2)
    To improve the quality of decision making in your work;
    . Clarify the purpose and goals
    . Define the process of decision making and its input/output, break
    it down into tasks, and clarify dependencies between the tasks
    . Identify information, capabilities and the various conditions
    required for good decision-making, and putting them in place
    1. and 3. from Own-Process Completion as the Basis of Lean Quality – Gemba Academy

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  46. TOC
    . Why should we know Problem Solving?
    . The Toyota Way
    . Problem Solving
    . Other famous methods of Toyota
    . Recap <-

    View Slide

  47. Recap
    Problem Solving (A3 thinking) is a systematic PDCA process.
    Problem Solving is the foundation for almost all work at the Toyota
    group and practiced by all employees at all levels at all companies.
    The first half of the steps (the left side) are extremely important to
    ensure that we are tackling the right problem.
    At the root cause analysis, 5 why is not the truth. It's too shallow.
    No wasteful work. Work or waste (muda).

    View Slide