Does it really matter if I "Go and See" or not?

The answer is YES!!!

I have to admit during my time as a Group Leader on the production floor at TMMK (Toyota Motor Manufacturing KY) I was guilty, on occassion, of doing certain levels of problem solving from behind my desk or at the computer. I was often in such a hurry to get my A3 written and turned in to my Managers that I would often forget the essential element in the problem solving process. I would usually tell myself-- "I just don't have time", or "I already know what the problem is". Do some of these comments/thoughts sound familiar to you? It's ok you can admit, I just did :0).

It was often a hard lesson to understand the importance of actually going to the GEMBA (japanese term for actual workplace) when your in the middle of those daily reactive moments of "fire-fighting". One of the many lessons the japanese taught me was: "What is more value added, spend time getting to the root cause, or only solving a symptom of the problem"? When we try to solve a problem from our desks we miss the experience of actually "seeing" the problem first hand, and also talking with the team members who know the problem characteristics better than we do. I consider them the "professionals" out there! This action helps build mutual trust and respect with your team members as well as the potential on the job development (OJD) opportunities with team members or leaders learning to understand good traits in effective problem solving or A3 writing process.
One of my favorite quotes from Taiichi Ohno (father of TPS) was: "Of course Data is important, but I place the greatest importance on facts or the truth". This statement is about Genchi Genbutsu (Go and See).... in some of my classes at the Toyota plants many have coined that japanese phrase "Get your boots on!". Meaning, go out to the floor, visit the GEMBA and find the facts; not assumptions and get to root cause. When you demonstrate this disclipline to your team members you are being an effective leader, and efficiently solving problems. Repetition of these actions can create a strong problem solving culture and awareness at the worksite as well as developing good habits in the way we think about our GAPS (Gap= a discrepancy in the Ideal Situation and Current Situation).
So the next time you are faced with solving a problem, and you find yourself falling into the time trap trying to solve it from assumptions or past experiences, just remember to "Get your boots on" and GO and SEE. You will actually find you will spend LESS time on your problem than chasing around symptoms. Until next time,
@tracey_san
Tracey Richardson (Have a good 4th of July weekend!)

Process vs. Results - Which are you focused on as a company?

In Today's environment we are tasked with getting good results as a company...
my questions are: Are you using a good "process" to get there?
One may also ask: What are good results?

Some choose to get their results by luck, some manage by numbers, and most just stay in the daily reactive mode thinking they are going to get "there" one day.

So what defines a "good process" you ask?

A good process, in my opinion, has several essential elements to it. When a company decides to embrace change (shifting from traditional mind-sets); their way of thinking (the way we frame) must change too. I'm going to list a few elements below that I feel could change the way a company thinks/operates. I will say --It's simple its not easy>>> :o)
1. Does your company understand the purpose behind using a good process? (Why the need for change)?
2. Are you thinking in regard to your customer?
3. Do team members within your company have a "line of sight" (previous blog subject) to the company goals and values (Key Performance Indicators-KPI's)?
4. Does your company visualize problems for all team members to see? (not hide them).
5. Does your company have work/process standards in place to understand when there is a discrepancy from the current situation?
6. Does your company use a good problem solving process (PDCA) to identify, investigate, and solve problems?
7. Does your company use a good problem solving process (PDCA) to develop/challenge its team members through on the job development (OJD)?

I've listed only a few of the elements above(in my opinion) to implement a good process that will get you "continual and repeatable" results as a company, as well as a workforce that is encouraged to "think".
Some companies and their leadership will continue to "manage by numbers" turning their heads to their responsibility as coaches, and continue to give orders "because I say so", instead of offering development and wisdom as leaders should be.
For the short-term the practice of getting results by luck or numbers may keep them out of trouble with their bosses, but this is not the proven method for long-term growth, sustainability, or building mutual trust and respect with your team members. Just look at certain industries today that have managed this way. Do your results meet customer needs? Where do you wanna be as a company? Until next time
@tracey_san
Tracey Richardson

What is all the fuss about 5S anyway--Is it really important?

If an individual took a checklist with them and investigated all the different "versions" of the 5S's out there we would have about 10 or 20 different S's. In my experience I've seen different words used in the place of the "original" 4S approach (american culture added the 5th S by the way) established years ago in Japan. The "version" I like to use comes from the original TPS Handbook created by Toyota Motor Corporation (TMC).

I think if a company understands the intent behind 5S then the words chosen to represent the meaning are merely a guide to explain the process or tool. What I find is that companies will implement 5S but very few people really understand WHAT it is and WHY its an important step in Lean Implementation and TPS. (See previous blog posts explaining the WHAT and WHY.)

So what is 5S and Standardization have to do with one another?

5S supports Toyota concept of "abnormality management" by applying visual techniques (visualization) and controls that enable a team member to immediately recognize the standard and any deviation from it. We can also call this Problem Identification, which is the first step in Problem Solving. The 5S condition on the shop floor or in the office can effect our ability to manage those 4 Key Performance Indicators (KPI's) -- Quality, Safety, Productivity, and Cost.

Here is a helpful guide below to determine the different levels of knowledge when it comes to 5S "thinking".

Where is your understanding as a company or an individual in regard to 5S?
Take a look at this: (OJD=On the Job Development)

If a company is really trying to change their culture in regard to Lean and using TPS tools then 5S can be a way to develop team members as shown above.

So what are those S's.....let's take a look below:

Remember 5S is a "visualization and standardization" tool that used to implement Lean (TPS). It can also be used as a development tool for leadership as well as team members across all levels of the company. So the next time someone asks about 5S just know its more than the "flavor of the month".
Til next time
@tracey_san
Tracey Richardson

What does "Standardization" really mean to a Company?

As some of you know, Standardization is the "foundation" of the Toyota Production System, it creates the benchmark for improvement. Taiichi Ohno was famous for saying "Without Standards there can be no Kaizen", this is so true when it comes to creating a culture for continuous improvement within a company. Often times we have to know where we are(current situation) to know where we are going (improvements or Ideal Situation).

Standardized work can be defined as:

A TPS tool for making quality products that is centered around human movements outlining efficient, safe work methods that eliminate waste (muda). It organizes and defines the major steps of the job which are important when a worker may do it differently each time. Also there can be certain motions within our work that are disorganized which lead to inefficiencies (waste) within those processes.

I can remember when I started at Toyota Motor Manufacturing Kentucky (TMMK) in Georgetown, KY, we had to write all our standardized work charts (STW) and work instruction sheets (WIS) before we ever made our first vehicle. This ensured we were building in "Jidoka" on our work processes. This was one of my first lessons from the Japanese trainers in Kaizen and making improvements. They consider it a necessity of our job and the culture we were in required us to follow it religiously. By doing this we were able to maintain and improve our team goals in quality, safety, productivity and cost. This has been one of the secrets to Toyota's success over many companies who struggle in their lean journey. I often hear " We don't make cars, or we dont do the same thing everyday; so standardized work doesnt fit in our daily activities". I reply by saying, "if there are people, processes and systems" standardized work, problem solving and kaizen can apply ANYWHERE!!!"

Another common myth about standardized work I hear is that many think of a rigid work environment where workers arent required to think (robots) when they hear about "Standardization", this wasn't the case at all at Toyota. If we had ideas to make an improvement to the current standardized work we discussed our idea with our leaders and it was considered depending upon the consensus and buy-in from other members and shifts. Once consensus was reached then we ran a trial to determine the effectiveness, if it was deemed an effective change then the Standardized work was re-written and everyone was trained in the new method. This was continuous improvement at its best, and I lived this "way of thinking" for 10 years while working on the production floor at TMMK. These were priceless moments in my own journey in understanding the tools of TPS.

Until next time,
@tracey_san
Tracey Richardson
http://www.linkedin.com/in/traceyrichardson

A Visual of my Lean Implementation Plan - WHY, WHAT, and HOW to Implement

I've been working on a visual of my Lean Implementation Plan, this methodology is used as part of my training sessions at various companies around the U.S. I have discussed different segments of this throughout my previous blogs.

As you can see "problem solving" is the core of implementing change within a company and their ability to implement a Lean culture. Most companies tend to jump to the "how" start with the TPS tools which usually only show short-term gains. This is because the "purpose"...(Why we are doing this?) Isn't understood totally. Once a company's employees understand WHY then we move on to the WHAT and that is engaging, involving, and challenging them to "think" or problem solve. Only then can the tools be taught and fully understood as the "whole management system".
Once this new way of thinking (culture development) begins it must be visualized and posted for all to see. This can quickly show team members their current situation vs. where they need to be in regard to the standard or --companies expectations (key performance indicators). We call this Workplace Management Development System (WMDS) and it brings together the goals of the company with the ability to develop team members in the systems/tools to reach those goals. All these processes lead a company to eliminating waste, and profits by cost control. It looks simple, its just not easy!!! You implement all these processes while managing them by the PDCA (Plan-Do-Check-Act)...these systems=success in a company guaranteed!!!!
Til next time
@tracey_san
Tracey Richardson

8 Step Problem Solving - Everybody-Everyday...Is this your Culture?

In traditional Cultures only the "six sigma black belts" or "highly skilled" problem solvers are looking at the day to day issues team members may have. There are so many problems and yet not enough of the "specialized people" to go around; often we create a low morale in the workplace because team members have lost faith in management to make a difference in "their" work area.

In Toyota's culture we tend to think "Problem-Solving, Everybody-Everyday", meaning we empower our people to make a difference in their own work areas therefore in some ways they are contributing to their own job security. This is a powerful paradigm shift in how we do business in today's industry.

This can easily be applied by valuing and respecting people as the most important "asset" to the company. If we do not ask our people to think and respect that they are the "professional" on the job then we are missing out on the extraordinary "brainpower" they have to make a difference that could very well lead to improved company business indicators. This is a essential element of Toyota's culture and how they implement so many ideas that leads to improving the "cost" indicator for the company. It's not only a process the team member learns but really an "expectation" of their job to think about improvements and not become complacent in their actions.

The process used to strengthen our problem solving skills is called the 8 step Problem Solving process, some know it as TBP or Toyota Business Practices.

the 8 Steps consist of:

Step 1 - Clarifying the Problem

Step 2 - Breaking Down the Problem

Step 3- Setting a Target

Step 4 - Root Cause Analysis

STep 5 - Develop Countermeasures

Step 6 - Seeing Countermeasures Through

Step 7 - Monitor process and results

Step 8 - Standardizing and Share Successful Practices

The 8 step Problem Solving is basically PDCA, then first 5 steps of the 8 Steps are planning, Step 6, 7 ,and 8 and the D, C and the A of the process. It's a very efficient and effective way to "think", again thinking is what we should value in people.

Stayed tuned to further posts regarding the 8 Steps.

Til next time

@tracey_san

Tracey Richardson

What is an A3? Does your company embed this "Lean communication tool" in their culture?

When I started at TMMK (Toyota Motor Manufacturing KY) in Georgetown, KY, back when we were still building the plant, I can remember our japanese trainers discussing "problem solving" with my supervisors and how important it was for us to "practice" this thinking in our daily activities. I also remembered overhearing the acronym or term "A3" and wondered exactly what that meant in regard to solving problems. Now you have to remember, in 1988, we didnt have computers or printers in the workplace so it wasn't a well-known reference as the "size of paper" we know it to be now (11 x 17). I can remember thinking in my mind what does A and 3 stand for? (grin)
When my trainer referred to it as a "storyboard" it started to make a little more sense, and I was very intrigued to learn more about this unique methodology. I was only 19 years old when I came to TMMK so solving worksite problems and documenting them in the PDCA format wasn't commonplace to me, nor was it for the majority of team members I worked with.

My group leaders and japanese trainers quickly developed my/our "thinking" process (PDCA) and how it would be part of my/our everyday activities at the Gemba. We were taught that it was our responsibility to "think" and make improvements within our processes and area. Problems were to be looked at as our "friends" at Toyota; instead of the traditional mentality where we covered them up to make ourselves look good. When you cover up problems its guaranteed to increase costs and could possibly effect the quality of the product.
Being so young and growing up with this "culture" of visible problems, its hard for me to understand how a company could have long-term growth and sustainability without this "way of thinking". Now at the age of 40, it has become part of my life both within my work and home life; you could say its part of my character.

Toyota takes this process of "thinking" and "problem solving" to the next level. The expectation of all team members at every level within the company is to use the PDCA thinking process to tell your "story", and relate why this problem was "value-added" to the company.
I consider an A3 as a "Lean Communication Tool", to basically share with someone "how" I thought through this problem and "what someone needs to know" to understand; not everything I did to get there, which could be in some cases a very large document to read through.
For Toyota this is not respecting people and their value-added time, therefore a Lean communication tool such as the A3 is necessary to eliminate waste and can also be used as a development tool to teach others in the PDCA thinking. I've been blessed to have been "raised" in a company that expects this from its employees and to know how valuable it is to sustain long-term and development the next generation workforce.
Stay tuned for future blogs where we will dig deeper into the 8 steps of an A3.
Till next time
@tracey_san
Tracey Richardson