Solving Problems at the Source
"…Toyota learned long ago that solving problems at the source saves time and money downstream. By continually surfacing problems and fixing them as they occur, you eliminate waste, productivity soars,…
No Fear of a Scolding
"Another underlying assumption is that the production workers' key role is to identify and call attention to problems even if it leads to stopping production. This requires an environment of…
Leaders are Teachers…of Problem Solving
"A strong assumption within Toyota's culture is that managers are leaders and leaders are teachers. This is something you cannot easily see simply touring a Toyota plant. The most important…
The Importance of Problem Solving
"The importance of problem solving in the Toyota culture cannot be emphasized enough." Toyota Culture by Jeffrey Liker & Michael Hoseus (McGraw Hill, 2008) p. 38.
Focus on Problem Solving
Problem-Solving is vital in the Lean Business Culture, and I plan to invest another week on this topic. Here are 3 important points about problems: We WILL have problems. Because…
Use “5-Whys” to find Root Cause
"When confronted with a problem, have you ever stopped and asked why five times? It is difficult to do even though it sounds easy. For example, suppose a machine stopped…
The Key to Success
"The key to success is to have a production system that highlights problems and a human system that produces people who are able and willing to identify and solve them."…
Daily Problem-Solving Process
"Without a practical and continuous problem-solving process that is used on a daily basis, there will be a gap in any company’s lean transformation." Toyota Culture by Jeffrey Liker &…
Resolve Problems at a Root-Cause Level
"Another description of Lean is to think of it as a system, one that is designed to identify problems, and then resolve them at a root-cause level. Given that 99…
The THINKING for Problem Solving
"If you look at the Toyota Production System simplistically, it's about making problems and improvement opportunities visible to workers and management, and addressing them as close to the source as…
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