TPS Basic Training: A Comprehensive Guide to Continuous Improvement with Jishuken

By David Devoe #OPEN_TO_WORK

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The Toyota Production System (TPS) serves as the foundation of continuous improvement across industries worldwide. It encompasses a range of principles, philosophies, tools, and techniques that drive excellence throughout an organization. As part of my TPS Basic Training, I cover essential concepts such as 5S, Kaizen, Jidoka, Just-In-Time, and Jishuken—a management-led Kaizen initiative designed to achieve significant, transformative improvements. This article outlines the key steps for successfully hosting a Jishuken event, while embedding TPS principles to promote sustainable growth and lasting improvement.

Jishuken: A Pillar of Continuous Improvement in the Toyota Production System

Jishuken is a cornerstone of TPS, central to Toyota’s relentless pursuit of excellence. Unlike traditional Kaizen, which focuses on incremental improvements initiated by employees, Jishuken is a high-level Kaizen initiative driven by management to tackle significant operational challenges. The Jishuken process empowers leadership to address substantial issues, ultimately improving Quality, Cost, and Delivery (QCD).

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My Jishuken Journey

My journey with Jishuken began during my tenure at Toyota BT Raymond in 2006 when I participated in a three-month Kaizen trainee assignment at Toyota Logistics & Forklifts (L&F) Plant #5 in Takahama, Japan. This hands-on experience allowed me to engage directly in Internal Jishuken activities, where we worked on challenging projects, such as eliminating value-added work at Station #4 to prepare for a new model release.

Since then, I have been involved in 16 internal and external Jishuken events across Toyota and Toyota BT Raymond sites. These experiences provided me with a deep understanding of the strategic role Jishuken plays in driving continuous improvement at scale. Under the guidance of Mr. Susumu "Sonny" Toyoda, I became a core member of the Toyota Material Handling Manufacturing North America (TMHMNA) Jishuken Working Group, which emphasized a collaborative approach, focusing on support and guidance rather than punitive measures.

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The Evolution of Jishuken: From Japan to North America

The Jishuken process has evolved significantly since it was pioneered by Mr. Taiichi Ohno in the early 1970s. Initially, the focus was on Toyota’s key suppliers, where TPS experts set specific improvement targets. Over time, the scope expanded beyond Japan, with North America adopting a more patient, supportive approach to Jishuken. This evolution maintained the rigorous focus on improvement while fostering a more collaborative, growth-oriented environment.

In North America, my experience as part of the TMHMNA Jishuken Working Group, under the leadership of Mr. Sonny Toyoda, reinforced the importance of teamwork and respect for people—core TPS principles that are crucial to ensuring the success of any Jishuken event.

Hosting a Successful Jishuken Event: A Sample Action Plan

Hosting a Jishuken event requires a structured, methodical approach. Below is a seven-step action plan based on my experiences:

1. Define a Clear Theme Select a theme aligned with your organization’s strategic goals, focusing on Quality, Cost, and Delivery (QCD).
2. Assemble a Cross-Functional Team A successful Jishuken requires collaboration across departments. Include 4-8 members on the team, with a TPS expert to mentor and guide the process.
3. Set Ambitious but Realistic Targets Challenge your team with significant improvement targets. During a Jishuken in Japan, we reduced the work performed at a particular station by 23 seconds through detailed process analysis and execution.
4. Utilize the A3 Report Format The A3 report is a cornerstone of Jishuken, offering a structured approach to problem-solving. It captures the current state, root causes of problems, and corrective actions. In each of my Jishuken events, the A3 report provided clear communication and ensured alignment on goals.
5. Conduct Regular Gemba Walks A Jishuken event is incomplete without “Go See” (Genchi Genbutsu)—observing the process at the Gemba (the real place). Regular Gemba walks help uncover inefficiencies and identify opportunities for improvement.
6. Report and Reflect At the end of the event, the team must present its findings, corrective actions, and lessons learned. This reflection helps standardize the improvements and ensures that changes become part of the organization’s routine.
7. Sustain the Gains The final step is ensuring that improvements are sustained. Regular follow-ups and audits help maintain the progress made during the Jishuken event.

Conclusion

Jishuken is not just a tool for improvement—it is a mindset that empowers leaders and teams to take ownership of change. As part of my TPS Basic Training, I incorporate Jishuken principles to guide organizations through structured, meaningful changes that enhance Quality, Cost, and Delivery. My experiences across 16 Jishuken events have provided me with the insights needed to lead teams through transformative continuous improvement initiatives.

Are you looking for guidance on how to lead your own Jishuken event?

Need help driving significant improvements using Jishuken principles?

I’m here to help. Feel free to reach out for support, and let’s discuss how Jishuken can elevate your organization’s performance.

#Jishuken #TPS #Kaizen #ToyotaProductionSystem #ContinuousImprovement #Leadership #Lean