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Toyota

True North is a term that originated recently with Toyota and refers to the ideal or “goal state”—where a company is headed. The idea is for the company to follow the path to its “True North”—achieving its vision and mission—like a hiker would follow a compass needle. By embracing Continuous Improvement an organization can find its way to its True

Toyota’s 8 Steps for Practical Problem Solving are rooted in Walter Shewhart‘s (and Dr. Deming‘s) PDCA Cycle (Plan Do Check Act). Toyota expanded on “Plan” with Steps 1-5 whereas “Do-Check-Act” correspond with Steps 6, 7 and 8. Both systems are based on the Scientific Method and help support a culture of continuous process improvement. 1. Eight Step Problem Solving Process

Question: How big is the problem? Answer: We don’t know. This is how my initial conversation with one nonprofit organization began recently. They use a database to track all consumer encounters. Similar to an electronic medical record, the database keeps track of consumer interactions and treatment plans. It also connects to payroll and tracks time spent on individual projects and

One of the challenges presented to us by our trainers at Toyota Motor Manufacturing Kentucky (TMMK) was to document our daily learning. That may sound simple, but if you don’t have the discipline to do that every day, it’s far from an easy task. We asked, “how would we have time for that?” and “why would that be beneficial?” Luckily,

In a recent blog by Mark Reich, Senior Coach for the Lean Enterprise Institute, he harps on an experience circa 1994 where he reminisces on a life-long lesson on how a do-first mentality can bring more value to improving a process than coaching advice. With no engineering experience, Reich, an English major in college, was thrusted into a role where

Here are our top picks for Lean Six Sigma success stories and news from around the web for the week of January 2, 2017. Effective & Efficient Results With UC San Diego Extension’s Lean Six Sigma Program Through the Lean Six Sigma program offered through UC San Diego Extension, students improve inefficiencies in the workplace through problem solving, identifying and

Toyota’s approach to visual management, or Floor Management Display Systems (FMDS), includes the six elements of creating FMDS. Starting with Visual Standards, data and abnormalities should jump out and drive effective meetings to ensure pre-conditions for production. System Priorities drive daily plans and fulfill ideal plans. Section Management drives effective group activity. Group Management recognizes problems and drives improvement at

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