Toyota Style Problem Solving Model

I have attended the Toyota Style Problem Solving Model course. By implementing this concept effectively, I am able to solve many problems constructively. I would like to share my notes to get the benefit of others.

PDCA Technique and Relationship with Problem-Solving (PS) Methodology

Sub-steps in PDCA Technique:

PLAN: Clarify the problem, Breakdown the problem, Target setting, Root Cause Analysis (RCA), Develop countermeasures, Communicate

DO: Implement the plan, Monitor, Adjust and Communicate.

CHECK: Evaluate results and process, Communicate.

ACT: Resolve issues, Standardize, Kaizen, and Communicate.

Definition of Problem:

The gap between ‘Ideal situation (Standard)’ and ‘Current situation (the current achievement)’ is nothing but the problem.

The 8-steps of Structured TOYOTA Style Problem Solving

Step 1: Clarify the problem

The common mistakes in this stage are –

o Not considering environmental changes while setting the ideal situation

o?Disregard customer perspective while setting the ideal situation

o?Not grasping the ‘Gap’ quantitatively – Potential risks

Step 2: Breakdown the problem

The breakdown of the problem is the key to solving a problem effectively. While studying ‘gap’ many problems come to the surface. But it is a must to specify ‘the prioritized problem at the Point of Occurrence (PP @PoO)

The common mistakes in this stage are –

o?Difficulty in breaking down the problem – possibly the gap is too small

o?Not specifying how prioritization has been done (unclear priority)

o?Not doing Genchi Genbutsu – Prioritization just based on assumptions

Step 3: Target setting

Target setting should be with enthusiasm and commitment, set challenging but realistic outcome measurement guidelines.

PP @PoO → What? How much? When? → Target

The common mistakes in this stage are –

o?Ideal situation becomes the target – wrong prioritization

o?Countermeasures become the target

Step 4: Root Cause Analysis (RCA)

Ask 5 WHY in sequence. Confirm facts and if there’s no cause and results sequence in the case, stop asking ‘Why?’

The common mistakes in this stage are –

o?Root cause is human-related – effective countermeasures difficult to do

without reaching the reasons behind human causes

o?No confirmed root causes by Genchi Genbutsu

o?Too many root causes –the problem may not be prioritized

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Step 5: Develop a countermeasure.

Broadly considering all stakeholders and risks involved, develop countermeasures with the highest added value

?The common mistakes in this stage are –

o?Countermeasures are very simple, not contribute to achieving the target or

ideal situation

o?Not thinking about effectiveness –the prioritized problem may be solved, but

other bigger problems may occur.

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Step 6: See countermeasures through.

Speedy action together as a team. Never give up and act persistently.

?The common mistakes in this stage are –

o?Procrastination when implementing the CMs

o?Lack of follow-up with other members, not sufficiently or correctly identifying

stakeholders

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Step 7: Evaluate both results and process

Evaluate both results and processes and learn from both success and failure.

The common mistakes in this stage are –

o?Not evaluating the process – it can be difficult to get the same result

constantly

o?Not enough contribution to the ideal situation

o?No taking action even though not achieving the target

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Step 8: Standardize successful processes

Establish the successful process as precedent and continue raising the standard success level.

The common mistakes in this stage are –

o?No standardization because difficult to do, never done before, and has no

time – don’t aim for perfect standardization.

o?Standardization has pros and cons. If not careful, we might obstruct change.

and growth.

o?Not explaining or leaching others when doing standardization

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