[Reading Record -122] Toyota's Problem Solving
What is problem solving?
Whether your business is B2C or B2B, daily operations are always accompanied by trouble. Many people have the image that "problems" are things that arise every day and that they spend their days rushing to put out fires.
However, Toyota does not define "problems" that way. For Toyota, a "problem" (not just a simple trouble) refers to the gap between the 'ideal state (goals, standards, criteria)' and the 'current state'.
Therefore, "Toyota's problem solving" is the work of closing the gap between the ideal state and the current state.
Classification and Structuring of Problems
The editor of this book, "Toyota's Problem Solving," is "OJT Solutions," a consulting firm established in Nagoya, Aichi Prefecture, in April 2002 through a joint venture between Toyota Motor Corporation and the Recruit Group. All of the more than 50 trainers belonging to the firm are veterans who have been with Toyota for over 40 years and have led more than 100 subordinates as chief leaders or managers.
That said, it is not that Toyota ignores trouble. Many companies try to think of "recurrence prevention measures" when trouble occurs, but Toyota (including such troubles) classifies 'problems (= the gap between the ideal state and the current state)' and thinks about the structure to solve them.
Toyota considers this structuring along the following three axes.
Time axis (past or future): General "recurrence prevention measures" focus on the past to the present and try to bring the current negative to zero. On the other hand, Toyota focuses on the period from the present to six months ahead (sometimes keeping the medium to long term in view) and thinks about closing the gap with a future "ideal state" that is at a higher dimension than the present.
Approach to root cause (phenomenon or structure): General "recurrence prevention measures" tend to approach visible, superficial "phenomena." On the other hand, Toyota approaches the fundamental "structure" that causes the problem. Toyota uses methods such as "5 Whys" and "Cause and Effect Diagrams" to dig into structural defects, but caution is required because if you imitate them easily, you will end up with half-baked (superficial) measures.
Scale of deployment (point or surface): General "recurrence prevention measures" are often completed by improvements in a specific department or individual only. On the other hand, Toyota thinks about sublimating that improvement process into a mechanism for "horizontal deployment" as a success story. At that time, if you tackle a large theme suddenly, you will often end up with too much to do and become frustrated. It is important to break down problems, achieve results at a "point," and then connect the points to expand them into a surface.
Furthermore, at Toyota, "8 processes" are defined for problem solving (closing the gap between the ideal state and reality).
Clarify the problem: Objectively grasp the gap between the "ideal state" and the "current state" based on data, and narrow down the priority problem themes.
Grasp the current situation: Break down large problems concretely, and identify the "attack targets" that should truly be worked on from the three actualities (actual place, actual thing, actual situation) and data variations.
Set goals: For the problem being tackled, set goals that quantify the three elements of "what," "by when," and "how" (stretching a little).
Think through the root cause: Thoroughly pursue the true cause (root cause) that is causing the problem by repeating "why" not only for visible events but also for underlying factors.
Plan countermeasures: Identify as many countermeasure proposals as possible to eliminate the root cause, and plan them by prioritizing them from the perspectives of effectiveness and feasibility.
Implement countermeasures: Execute speedily all at once to avoid the influence of environmental changes, and carry through until results are achieved while thoroughly practicing reporting, communicating, and consulting.
Confirm effects: Measure the effects of the countermeasures within the set deadline, and confirm whether it has become a process where the same results can be obtained by anyone, rather than a one-time occurrence.
Establish results: Establish (standardize) the successful process in the organization as an official "standard," and share it with other departments (horizontal deployment) to raise the overall strength.
There is no one more troublesome than someone who has no problems.
Looking back at Toyota's history... Toyota did not originally start as an automobile manufacturer, but began as an automobile department established within Toyoda Automatic Loom Works.
To avoid creating defective products, founder Sakichi Toyoda invented a loom that automatically stops when a thread breaks (= Jidoka). That concept is the prototype for the 8-step process of 'stopping when there is an abnormality, investigating the root cause, and making improvements.'
In this book, there is a famous quote by Taiichi Ohno, a former Toyota vice president (known as the demon of improvement): 'There is no one more troublesome than someone who has no problems (the fact that there are no problems is the biggest problem of all).'
Yes, the moment you think the current way is the best, evolution stops. Let's start by finding 'problems.' However, it is important for both companies and individuals to view these problems not as 'troubles to be avoided,' but as 'gaps between the current state and the ideal state (what should be).'
And... (this is the most important part) you must build a culture that translates these not just into theory, but into action.
Reference Links
・OJT Solutions Co., Ltd. Official Website
・Amazon 'Toyota's Problem Solving' Book Introduction Page