Professional Documents
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Problem Solving
A guide to standardizing problem solving
in a Lean environment
Problem Solving at Toyota
Ask anyone who’s worked as a manager and they’ll tell you that the thing they
look for when the hire anyone—from custodian to CFO—is the ability to problem
solve quickly and efficiently. Problem solving is a crucial trait to any successful
and productive business, but the path toward a solution isn’t always clear.
It’s exactly for this reason that Toyota established their 8 steps to practical
problem solving. Rather than leaving it to each team member to come up with
a new way to find a solution every time a problem arises, the Toyota problem-
solving method standardizes the solution-finding process.
The process uses concrete, trackable things that can actively lead to a
measured, realistic solutions to all problems, both big and small.
Here are some of the things the 8 Steps use to find solutions:
All of the above resources act as the clay from which teams are able to mold a
reasonable, sustainable solution to the problem at hand.
It’s important to get to the root of issue. Make sure that your organization
takes on one specific issue at a time. Use specific questions to help find a
path to the problem.
Not productive:
“Our quality control stinks!”
Productive:
“Our product is deviating from our
standards regularly”
Now that we’ve identified the larger problem, it’s time to understand
the issue fully.
Go to the Gemba
This is the step where you take a frank, realistic look at what needs to happen
to fix the problem. Setting realistic goals means you’re committed to making
the change and have a practical understanding of what can actually be
accomplished in the targeted timeframe.
This step requires an objective, critical analysis of the problem. The problem
was identified when you did your Gemba walk; now it’s time to address any and
all root causes.
If you need help pinpointing precisely where the problem is in your facility, there
are a number of Lean tools that can help you sniff out exactly where issues start.
Overall Equipment
Effectiveness (OEE)—
A calculation formula for
assessing how productive
a facility is on a day
to
day basis.
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5. Develop countermeasures
Now that you’ve developed countermeasures, here comes the hard part:
implementing these new processes in a sustainable and effective way.
At this point in the process, you should’ve found a viable solution to whatever
issue you decided to tackle. What next? The important next step is to ensure
that this solution stays in place so that the problem doesn’t return after a
couple of weeks. This is where standardization comes in.
Keys to 8:
• Get back to work. Use the 8 Steps to address all unresolved issues,
one at a time.
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