Step 1 “Set a target” seems a bit loose while Japanese contains the word “achieve” that plants the idea that targets are things that must be met.Step 4 is not “analyze” but “think through” or “think until you find” and step 8 in Japanese doesn’t talk about “standardize” (this being an implied part of the Toyota WOW) but instead stresses that the results must become “established” or “take hold”.I was watching a presentation to management by one of these problem-solving teams.
In any case, the 8 steps of the Toyota Business Process are: Follow this process and you inevitably have kaizen.
They were reporting their “results.” Yet there were large discontinuities in their problem-solving flow.
The actions they were taking simply didn’t link back (through any kind of identifiable cause) to the problem they were solving.
” He persevered until he got to the root of why the company believed it needed large stockpiles. They can use this insight to put a process in place that mitigates human error.
Ohno also questioned why Toyota needed to buy specialized, expensive and difficult to customise machines when general purpose, smaller machines were less expensive, could produce a wider variety of parts and were easily reconfigured. Today, Ohno is known as father of Toyota's modern production system and of lean manufacturing.