1. TOYOTA BUSINESS PRACTICES Overview
Participant Notes – Toyota Business Practices T3 Program
TOYOTA BUSINESS PRACTICES Overview

2. Outcome of TBP TBP Provides Growth & Satisfaction TOYOTA
Participant Notes – Toyota Business Practices T3 Program
TBP Provides Growth & Satisfaction
TOYOTA
Toyota Members
Business Partners
Combining our efforts and attaining mutual growth
Mutual trust through successful business
Achieving greater challenges
Sharing the accomplishments
Growing together
Achieving long-term prosperities
Sharing the accomplishments
Growing together
Ourselves
Personal growth and accomplishment
Possessing a strong desire to succeed and a drive for continual improvement
Seeing a project through to the end
Continual growth

3. Outcome of TBP TBP Provides Growth & Satisfaction
Participant Notes – Toyota Business Practices T3 Program
TBP Provides Growth & Satisfaction
Society and Our Customers
The satisfaction of having the best products and services available
TOYOTA
The satisfaction of steady company growth and prosperity
Toyota Members
Business Partners
Combining our efforts and attaining mutual growth
Mutual trust through successful business
Ourselves
Personal growth and accomplishment

4. Toyota Global Content Toyota Way
Participant Notes – Toyota Business Practices T3 Program
Long-term prosperity and growth as an organization (Individual:Feeling sense of achievements/growth）
OJD P D C A
OJD P D C A P P A A D D
OJD
Hoshin Kanri
Hoshin Kanri
OJD C C
OJD P D C A P D C A P P P D C A P P
OJD A A D D A A D D C C C C P P P P P P A A D D A A D D A A D D C C C C C C
Toyota Way
Toyota Way

5. How to Practice TW Every Function Every Job Title / Grade Sales Admin
Participant Notes – Toyota Business Practices T3 Program
Sales
Admin
Manufacturing
R&D
President P D C A P D C A P D C A
VP/GM P D C A P D C A P D C A
Manager P D C A P D C A P D C A P D C A
Specialist
Every Function
Every Job Title / Grade

6. Concrete Actions & Processes
1. Overall Image of TBP
Participant Notes – Toyota Business Practices T3 Program
TBP consists of:
8 Steps (Concrete Actions & Processes)
Drive & Dedication
Concrete Actions & Processes
Drive & Dedication
1. Clarify the Problem
2. Break Down the Problem
3. Set a Target
4. Analyze the Root Cause
5. Develop Countermeasures
6. See Countermeasures Through
7. Evaluate Both Results and Processes
8. Standardize Successful Processes
Customer First
Always Confirm the Purpose of Your Work
Ownership & Responsibility
Visualization (MIERUKA)
Judgment Based on Facts
Think and Act Persistently
Speedy Action in a Timely Manner
Follow Each Process with Sincerity and Commitment
Thorough Communication
Involve All Stakeholders A C D P
TBP
Actions
Toyota Way
Values
Evaluate

7. Continuous Improvement
2. Toyota Way 2001
Participant Notes – Toyota Business Practices T3 Program
Challenge
Form a long term vision, meeting challenges with courage and creativity to realize our dreams.
Continuous Improvement
Kaizen
We improve our business operations continuously, always driving for innovation and evolution.
Genchi Genbutsu
Practice Genchi Genbutsu......go to the source to find the facts to make correct decisions, build consensus and achieve goals at our best speed.
Respect for People
Respect
Respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.
Teamwork
Stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.

8. Motivational Guideline Mind-set
2. Drive & Dedication
Participant Notes – Toyota Business Practices T3 Program
Drive & Dedication:
Motivational Guideline
Mind-set
Based on the Toyota Way
Ex: Breakdown (Step 2) & Genchi Genbutsu etc…

9. 2. Drive & Dedication 1. Customer First
Participant Notes – Toyota Business Practices T3 Program
1. Customer First
2. Always Confirm the Purpose of Your Work
3. Ownership and Responsibility
4. Visualization (Mieruka)
5. Judgment Based on Facts
6. Think and Act Persistently
7. Speedy Action in a Timely Manner
8. Follow Each Process with Sincerity and Commitment
9. Thorough Communication
10. Involve All Stakeholders

10. 4. Definition of Problem in Toyota
Participant Notes – Toyota Business Practices T3 Program
What does “Problem” mean to you?

11. 4. Definition of Problem in Toyota
Participant Notes – Toyota Business Practices T3 Program
Problems are golden eggs for KAIZEN
At Toyota…
“Problem” is not a negative word.
Problems are disguised KAIZEN.
We need to aggressively uncover them.
“No one has more trouble
than the person who claims to have no trouble.”
(Having no problems is the biggest problem of all.)
Taiichi Ohno

12. 4. Definition of Problem in Toyota
Participant Notes – Toyota Business Practices T3 Program
Definition of “Problem”
Ideal
Situation
Current Situation
Gap = Problem

13. 4. Definition of Problem in Toyota
Participant Notes – Toyota Business Practices T3 Program
Types of Problems
Normal
Status
(Future) Ideal
Situation
GAP
“Setting” Type of Problem
GAP
Acceptable (Current)
Ideal Situation
Current Situation
“Event” Type of Problem

14. 3. TBP 8 Steps Overview Plan Do Check Act Step 1. Clarify the Problem
Participant Notes – Toyota Business Practices T3 Program
Plan Do
Check
Act
Step 1. Clarify the Problem
Step 2. Break Down the Problem
Step 3. Target Setting
Step 4. Root Cause Analysis
Step 5. Develop Counter-measures
Step 6. See Counter-measures Through
Step 7. Evaluate Both Results & Processes
Step 8. Standardize Successful Processes

15. Activity For the TBP Step you are assigned, list; You have 15 minutes
Participant Notes – Toyota Business Practices T3 Program
For the TBP Step you are assigned, list;
Important points to remember when applying this step
Common mistakes people make when applying this step
One piece of advice you would give to others to apply this step well
You have 15 minutes
Note: This activity has been designed for TBP T3 programs. TI does not recommend it be used in standard TBP programs

16. Step 1: Clarify the Problem
Participant Notes – Toyota Business Practices T3 Program
Step 1.
Clarify the Problem
8 STEPS
PROCESSES
1. Clarify the Ultimate Goal of your responsibilities & work
2. Clarify the Ideal Situation and Current Situation of your work
3. Visualize the gap between the Current Situation and the Ideal Situation
Step 2.
Break Down the Problem
1. Break down the problem
2. Prioritize the broken down problems
3. Specify the Point of Occurrence by checking the process through GENCHI GENBUTSU
1. Make a commitment
2. Set measurable, concrete, and challenging targets
Step 3. Target Setting
1. Examine the Point of Occurrence and think of possible causes without any prejudice
2. Gather facts through GENCHI GENBUTSU and keep asking
“Why?”
3. Specify the root cause
Step 4. Root Cause Analysis
1. Develop as many potential countermeasures as possible
2. Select the highest value-added countermeasures
3. Build consensus with others
4. Create a clear and concrete action-plan
Step 5. Develop Countermeasures

17. Step 1: Clarify the Problem
Participant Notes – Toyota Business Practices T3 Program
～ Making ambiguous problems clear ～
Ultimate Goal
contribution
Am I actually contributing to the ultimate goal?
Ideal Situation
What is the Ideal Situation?
Problem
Gap
Current Situation
Visualization (Make Explicit)

18. Step 1: Clarify the Problem
Participant Notes – Toyota Business Practices T3 Program
Step 1 (1): Clarify the “Ultimate Goal” of your responsibilities & work
Toyota’s Goal: To provide the satisfaction from our products and services
to societies and our customers
The Goals That Guide My Job’s Purpose
To provide customers with highly functional and high-quality cars at reasonable prices
To improve customers lives through Toyota automobiles
To produce the best products and services at fair prices
My Job’s Purpose
To build the best automobiles
To sell lots of automobiles
To correctly settle all accounts
To build the most efficient production lines
To acquire the best parts at the best prices
To produce without mura, muri & muda*
Draft Blueprints
Design Production Lines
Select Parts to Purchase
Design Production Plans
Create Sales & Marketing Campaigns
Issue and Collect Payments
My Work & Responsibilities
Department ⇒
【Research & Development】
【Engineering】
【Procurement】
【Production】
【Sales】
【Finance】
The “Ultimate Goal” of your work should be connected to Toyota’s Ultimate Goal.

19. Step 1: Clarify the Problem
Participant Notes – Toyota Business Practices T3 Program
Example 1. Julie Case
Julie is supervising the assembly line which equips auto parts to the car models A, B & C. Her assignment is to supervise and to make sure the quality of both interior and exterior of the cars before proceeding to the next assembly line.
She recently realized that the (exterior) scratches on the cars have increased to around 3% (average 18 cars per day) over the past 3 days.
[For the past 6 months the line has had 0 defects]

20. Step 1: Clarify the Problem
Participant Notes – Toyota Business Practices T3 Program
Example 1. Julie Case
【Ultimate Goal】
To provide customers with high quality vehicles in a timely manner at a low cost
【Ideal Situation】
The exterior scratches on the vehicles should be 0
【Problem】
Increase in exterior scratches found on vehicles (Av. 18 per day)
【Current Situation】
The exterior scratches on the vehicles averaged 18/600 per day over 3 days

21. Step 2: Break Down the Problem
Participant Notes – Toyota Business Practices T3 Program
Step 1.
Clarify the Problem
8 STEPS
PROCESSES
1. Clarify the Ultimate Goal of your responsibilities & work
2. Clarify the Ideal Situation and Current Situation of your work
3. Visualize the gap between the Current Situation and the Ideal Situation
Step 2.
Break Down the Problem
1. Break down the problem
2. Prioritize the broken down problems
3. Specify the Point of Occurrence by checking the process through GENCHI GENBUTSU
1. Make a commitment
2. Set measurable, concrete, and challenging targets
Step 3. Target Setting
1. Examine the Point of Occurrence and think of possible causes without any prejudice
2. Gather facts through GENCHI GENBUTSU and keep asking
“Why?”
3. Specify the root cause
Step 4. Root Cause Analysis
1. Develop as many potential countermeasures as possible
2. Select the highest value-added countermeasures
3. Build consensus with others
4. Create a clear and concrete action-plan
Step 5. Develop Countermeasures

22. Step 2: Break Down the Problem
Participant Notes – Toyota Business Practices T3 Program
～ Break down the problem and clarify the Point of Occurrence based on facts～
Large / Vague Problem
Break down
what? where? when? who?
Problem
Problem
Problem
Break down
Prioritize
Problem
Problem
Problem
Prioritized
Problem
Problem
Problem
Problem
the problem
See the Process
(GENCHI GENBUTSU)
Point of Occurrence

23. Step 2: Break Down the Problem
Participant Notes – Toyota Business Practices T3 Program
Step 2 (1). Break Down the Problem
Large / Vague Problem
Break down
Think in
what? where? when? who?
Problem
Problem
Problem
Break down
Prioritize
the problem
Problem
Problem
Problem
Problem
Problem
Problem
Problem

24. Step 2: Break Down the Problem
Participant Notes – Toyota Business Practices T3 Program
Example 1. Julie Case <Step2 (1)>
WHERE are most of the scratches are found?
WHAT type of scratches are found?
At WHAT TIME are the cars with scratches made?

25. Step 2: Break Down the Problem
Participant Notes – Toyota Business Practices T3 Program
Increase in exterior scratches found on vehicles (Av. 18 per day)
<WHERE>
Bonnet
(1)
Front Bumper (1)
Roof
Back
L Rear Door (top) (2)
L Rear Door (bottom) (1)
L Front Door (top) (1)
L Front Door (bottom) (10)
<WHAT>
Shallow Scratch
(2)
Deep Scratch
(1)
Long Scratch
(7)
<WHEN>
Morning Shift
(1)
Afternoon Shift
(6)

26. Division Points
Participant Notes – Toyota Business Practices T3 Program
What would be relevant division points for the following large vague problems?
The employee satisfaction rate for Co. X is 30% below Toyota Global HR standards.
Customer satisfaction rate has dropped 10% below past trends (av. 90%)
Although employees attend TBP training 80% are not applying TBP in their jobs.

27. Step 2: Break Down the Problem
Participant Notes – Toyota Business Practices T3 Program
Step 2 (2). Select the Prioritized Problem
Problem
How to select the prioritized problem from this point?
Problem
Problem
Problem
Priority Items
Level of Importance
Level of Urgency
Potential for Expansion
No!
Is this enough to proceed to the next step????

28. Step 2: Break Down the Problem
Participant Notes – Toyota Business Practices T3 Program
Increase in exterior scratches found on vehicles (Av. 18 per day)
<WHERE>
Bonnet
(1)
Front Bumper (1)
Roof
Back
L Rear Door (top) (2)
L Rear Door (bottom) (1)
L Front Door (top) (1)
L Front Door (bottom) (10)
<WHAT>
Shallow Scratch
(2)
Deep Scratch
(1)
Long Scratch
(7)
<WHEN>
Morning Shift
(1)
Afternoon Shift
(6)

29. Step 2: Break Down the Problem
Participant Notes – Toyota Business Practices T3 Program
Step 2. (3) Specify the point of occurrence by checking the process through GENCHI GENBUTSU
Point of
Occurrence
Where does the problem occur?
Check the process through GENCHI GENBUTSU

30. Step 2: Break Down the Problem
Participant Notes – Toyota Business Practices T3 Program
Go & see the process. Which process? Where?
Point of Occurrence
Example 1. Julie Case <Step2 (3)>
Julie found the scratches at Section 3 with Genchi Genbutsu
Assembly (Job) Flow
Problem Perception
Point of Occurrence
No scratches
Trace back
scratches discovered
scratches present
Trace back
Trace back
scratches present
Trace back
scratches present
Trace back
No scratches

31. Step 2: Break Down the Problem
Participant Notes – Toyota Business Practices T3 Program
Example 1. Julie Case
Prioritized Problem at the Point of Occurrence:
6 (33%) of the (exterior) long scratches found on the bottom part of the front left door, were made during the afternoon shift in Section 3 on the assembly line

32. Step 4. Root Cause Analysis Step 5. Develop Countermeasures
Step 3: Target Setting
Participant Notes – Toyota Business Practices T3 Program
Step 1.
Clarify the Problem
8 STEPS
PROCESSES
1. Clarify the Ultimate Goal of your responsibilities & work
2. Clarify the Ideal Situation and Current Situation of your work
3. Visualize the gap between the Current Situation and the Ideal Situation
Step 2.
Break Down the Problem
1. Break down the problem
2. Prioritize the broken down problems
3. Specify the Point of Occurrence by checking the process through GENCHI GENBUTSU
1. Make a commitment
2. Set measurable, concrete, and challenging targets
Step 3. Target Setting
1. Examine the Point of Occurrence and think of possible causes without any prejudice
2. Gather facts through GENCHI GENBUTSU and keep asking
“Why?”
3. Specify the root cause
Step 4. Root Cause Analysis
1. Develop as many potential countermeasures as possible
2. Select the highest value-added countermeasures
3. Build consensus with others
4. Create a clear and concrete action-plan
Step 5. Develop Countermeasures

33. Step 3: Target Setting Target ～ With enthusiasm and commitment
Participant Notes – Toyota Business Practices T3 Program
～ With enthusiasm and commitment
set challenging target. The target should be measurable ～
Target
Targets should not be
what to do
Target should be quantitative, concrete and challenging
How Much?
By When?
Prioritized Problem at the Point of Occurrence

34. Step 3: Target Setting
Participant Notes – Toyota Business Practices T3 Program
Step 3 (2). Set measurable, concrete, and challenging targets
■ Sufficient & efficient breakdown will let us set targets that are measurable
■ Write targets in an “output” form including “by when” and “how much” ⇒concrete targets
■ Challenging targets let us grow in the long-term
Set the target which will eliminate the problem at the point of occurrence

35. Step 3: Target Setting <Target>
Participant Notes – Toyota Business Practices T3 Program
Example 1. Julie Case
<Target>
By the end of this month, eliminate all exterior long scratches on the bottom part of the left doors of the vehicles produced in the afternoon in the Section 3
<Prioritized Problem>
6 (33%) of the (exterior) long scratches found on the bottom part of the front left door, were made during the afternoon shift in Section 3 on the assembly line

36. Step 4: Root Cause Analysis
Participant Notes – Toyota Business Practices T3 Program
Step 1.
Clarify the Problem
8 STEPS
PROCESSES
1. Clarify the Ultimate Goal of your responsibilities & work
2. Clarify the Ideal Situation and Current Situation of your work
3. Visualize the gap between the Current Situation and the Ideal Situation
Step 2.
Break Down the Problem
1. Break down the problem
2. Prioritize the broken down problems
3. Specify the Point of Occurrence by checking the process through GENCHI GENBUTSU
1. Make a commitment
2. Set measurable, concrete, and challenging targets
Step 3. Target Setting
1. Examine the Point of Occurrence and think of possible causes without any prejudice
2. Gather facts through GENCHI GENBUTSU and keep asking
“Why?”
3. Specify the root cause
Step 4. Root Cause Analysis
1. Develop as many potential countermeasures as possible
2. Select the highest value-added countermeasures
3. Build consensus with others
4. Create a clear and concrete action-plan
Step 5. Develop Countermeasures

37. Step 4: Root Cause Analysis
Participant Notes – Toyota Business Practices T3 Program
～ In order to find the root cause, thoroughly investigate
the Prioritized Problem at the Point of Occurrence ～
Prioritized Problem at the
Point of Occurrence
Think the possible cause
Repeat
Possible cause
Possible cause
Possible cause
Possible cause
Not a fact
Fact
Check whether it is a fact or not
Confirm facts, and if there’s no cause-and-result sequence in the cause, stop asking “WHY?”.
Possible cause
Possible cause
Possible cause
Not a fact
Fact
Possible cause
Possible cause
Not a fact
Fact
Root cause
Countermeasure

38. Step 4: Root Cause Analysis
Participant Notes – Toyota Business Practices T3 Program
Prioritized Problem at the
Point of Occurrence
Possible cause
Possible cause
Possible cause
Possible cause
Checklist:
□ Look at the causes horizontally on the tree Check for thoroughness and non-redundancy.
□ Do not allow root causes to be easily defined by a human factor ie: attitude and motivation.
□ Look at the causes vertically and check for causal relationships
Ask: X happens because of Y
Y happens because of Z, etc…
Not a fact
Fact
Possible cause
Possible cause
Possible cause
Not a fact
Fact
Possible cause
Possible cause
Not a fact
Fact
Root cause

39. Step 4: Root Cause Analysis
Participant Notes – Toyota Business Practices T3 Program
EX2. Mr. Ohno’s Robot Case
Welding Robot stops in the middle of its operation
Why did the robot stop?
A fuse in the robot has blown
Why is the fuse blown?
Circuit overloaded
Why is the circuit overloaded?
The bearings have damaged one another and locked up

40. Step 4: Root Cause Analysis
Participant Notes – Toyota Business Practices T3 Program
EX2. Mr. Ohno’s Robot Case
Why have the bearings damaged one another?
There was insufficient lubrication on the bearings
Why was there insufficient lubrication on the bearings?
Oil pump on robot is not circulating sufficient oil
Why is the pump not circulating sufficient oil?
Pump intake is clogged with metal shavings
Why is the intake clogged with metal shavings?
No filter on pump intake (as designed) (Root Cause)

41. Step 4: Root Cause Analysis
Participant Notes – Toyota Business Practices T3 Program
Example 1. Julie Case: Start with “WHY”
6 (33%) of the (exterior) long scratches found on the bottom part of the front left door, were made during the afternoon shift in Section 3 on the assembly line
GENCHI GENBUTSU
Staff
Machine
Environment
Staff’s abilities are poor
Staff’s work methods are not appropriate
Facilities are not appropriate
Work clothes are inappropriate
= TM’s (John’s) belt buckle scratched vehicles!
Work instructions are poor

42. Step 5: Develop Countermeasures
Participant Notes – Toyota Business Practices T3 Program
Step 1.
Clarify the Problem
8 STEPS
PROCESSES
1. Clarify the Ultimate Goal of your responsibilities & work
2. Clarify the Ideal Situation and Current Situation of your work
3. Visualize the gap between the Current Situation and the Ideal Situation
Step 2.
Break Down the Problem
1. Break down the problem
2. Prioritize the broken down problems
3. Specify the Point of Occurrence by checking the process through GENCHI GENBUTSU
1. Make a commitment
2. Set measurable, concrete, and challenging targets
Step 3. Target Setting
1. Examine the Point of Occurrence and think of possible causes without any prejudice
2. Gather facts through GENCHI GENBUTSU and keep asking
“Why?”
3. Specify the root cause
Step 4. Root Cause Analysis
1. Develop as many potential countermeasures as possible
2. Select the highest value-added countermeasures
3. Build consensus with others
4. Create a clear and concrete action-plan
Step 5. Develop Countermeasures

43. Step 5: Develop Countermeasures
Participant Notes – Toyota Business Practices T3 Program
Temporary Measures
vs.
Countermeasures

44. Temporary Measure vs. Countermeasure
Participant Notes – Toyota Business Practices T3 Program
Temporary Measure
To solve an existing undesirable situation, or bring a situation back to its original state for a set period of time
Can not fix the root cause
May not last for long, the problem may arise again
Countermeasure
Will eliminate the root cause and,
Solve the prioritised problem at the point of occurrence
Prevent the problem from reoccurrence

45. Step 5: Develop Countermeasures
Participant Notes – Toyota Business Practices T3 Program
～ Broadly considering all stakeholders and risks involved,
develop countermeasures with the highest added-value ～
Proposal
Proposal
What are the risks involved?
Proposal
Framework of Preconceived Ideas
Framework of own Responsibilities
Root Cause
Countermeasure Proposal
Can We Get Rid of it?
What people or parties are involved?
Proposal
Proposal
Proposal

46. Step 5: Develop Countermeasures
Participant Notes – Toyota Business Practices T3 Program
(2). Narrow down the countermeasures to the most practical and effective
Establish priorities with respect to:
■ Benefits
■ Manpower / Cost
■ Risks
Target
Contents
Distribution
Effectiveness
Budget
Risk
Overall Assessment
Category
How to Summarize
Dept. Manager
Total # of vehicles +
Key model types
Graph+ Charts
Paper ○
- Guaranteed to be seen
- Can be carried anytime
No problem if the target is only directors △
How to distribute when not available in the office
Internet
Doesn’t check internet
Overburdened with materials already ◎
No budget required
How to distribute when not in the office ×

47. Step 6: See Countermeasures Through
Participant Notes – Toyota Business Practices T3 Program
Step 6. See Countermeasures Through
8 STEPS
PROCESSES
1.With united efforts, implement countermeasures with speed and persistence
2.Share information with others by informing, reporting and consulting
3.Never give up in seeking to eliminate the root cause
Step 7. Evaluate Both Results and Processes
1.Evaluate the results and the processes and share it with members involved
2.Evaluate from three key perspectives: Customer’s, Toyota’s, and Your Own
3. Understand the reasons of success and failure
Step 8. Standardize Successful Processes
1. Set successful processes as new standards
2. Share the new standard (YOKOTEN)
3. Start the next round of KAIZEN

48. Step 6: See Countermeasures Through
Participant Notes – Toyota Business Practices T3 Program
～ Speedy action together as a team
Never give up and act persistently ～
Never give up and act persistently
Speedy action
Together as a team
Proper Checking
Timely Reporting, Informing, Consulting

49. Step 7: Evaluate Both Results & Processes
Participant Notes – Toyota Business Practices T3 Program
Step 6. See Countermeasures Through
PROCESSES
8 STEPS
1.With united efforts, implement countermeasures with speed and persistence
2.Share information with others by informing, reporting and consulting
3.Never give up in seeking to eliminate the root cause
Step 7. Evaluate Both Results and Processes
1.Evaluate the results and the processes and share it with members involved
2.Evaluate from three key perspectives: Customer’s, Toyota’s, and Your Own
3. Understand the reasons of success and failure
Step 8. Standardize Successful Processes
1. Set successful processes as new standards
2. Share the new standard (YOKOTEN)
3. Start the next round of KAIZEN

50. Step 7: Evaluate Both Results & Processes
Participant Notes – Toyota Business Practices T3 Program
Evaluate both results and processes and learn from both success and failure -
What was the result?
What was the process?
In terms of the goal, how was the outcome?
Assessment
Assessment
Assessment
From the Customer’s Viewpoint
From Toyota the Company’s Viewpoint
From Your Own Personal Viewpoint
Evaluate the overall results, and the processes used, then share the evaluation with involved members
Evaluate from the three key viewpoints: Customer’s, Toyota’s, and Your Own
Understand the factors behind the success or failure

51. Step 7: Evaluate Both Results & Processes
Participant Notes – Toyota Business Practices T3 Program
Evaluate the results
Evaluate whether or not the target was achieved
Success
Failure
Target
Result
Target
Result
Countermeasures Achieved

52. Step 7: Evaluate Both Results & Processes
Participant Notes – Toyota Business Practices T3 Program
Evaluate the processes
What was
most effective?
Equipment
modification
Change material
Change the order of processes

53. Step 7: Evaluate Both Results & Processes
Participant Notes – Toyota Business Practices T3 Program
Confirm positive and negative effects
Positive effects
Achieved
Labor-hours of after hours delivery
Negative effects
Deviation from Std – Late Deliveries
Cost for equipment modification

54. Step 8: Standardize Successful Processes
Participant Notes – Toyota Business Practices T3 Program
Step 6. See Countermeasures Through
PROCESSES
8 STEPS
1.With united efforts, implement countermeasures with speed and persistence
2.Share information with others by informing, reporting and consulting
3.Never give up in seeking to eliminate the root cause
Step 7. Evaluate Both Results and Processes
1.Evaluate the results and the processes and share it with members involved
2.Evaluate from three key perspectives: Customer’s, Toyota’s, and Your Own
3. Understand the reasons of success and failure
Step 8. Standardize Successful Processes
1. Set successful processes as new standards
2. Share the new standard (YOKOTEN)
3. Start the next round of KAIZEN

55. Step 8: Standardize Successful Processes
Participant Notes – Toyota Business Practices T3 Program
- Establish the successful process as precedent, and continue to raise the standard level of success-
Overall Company
Own work &
Responsibility
Ideal Situation
KAIZEN
YOKOTEN
Standardization
KAIZEN
YOKOTEN
Standardization
KAIZEN
YOKOTEN
Success
Standardization
Implementation

56. Step 8: Standardize Successful Processes
Participant Notes – Toyota Business Practices T3 Program
If possible, the precedent’s overall structure should clarify all relevant factors so that anyone, at anytime, without muda, mura, or muri can implement the precedent.
<example of standardization >
Forms
Manual
Checklists
Flow-chart

57. Step 8: Standardize Successful Processes
Participant Notes – Toyota Business Practices T3 Program
Your work is a repeating cycle of
Problem solving.
Start the next round of KAIZEN
when you have solved one problem.

58. Step 8: Standardize Successful Processes
Participant Notes – Toyota Business Practices T3 Program
Society and Our Customers
TOYOTA
Toyota Members
Business Partners
Ourselves

59. Participant Notes – Toyota Business Practices T3 Program
Thank you