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Lean thinking is thinking together and no employee should be left alone with a problem. Andon is a critical system to be able to train employees in the details of their jobs within their own operations. Andon teaches lean thinking in highlighting the immediate barriers to the lean goal of zero defect at every step of the process at all time.
Toyota and other lean manufacturing companies propose that an engaged, problem-solving workforce using PDCA in a culture of critical thinking is better able to innovate and stay ahead of the competition through rigorous problem solving and the subsequent innovations. [11]
The principles of the Toyota Way are divided into the two broad categories of continuous improvement and respect for human resources. [7] [8] [9] The standards for constant improvement include directives to set up a long-term vision, to engage in a step-by-step approach to challenges, to search for the root causes of problems, and to engage in ongoing innovation.
Lean philosophy and culture is as important as tools and methodologies. Management should not decide on solutions without understanding the true problem by consulting shop floor personnel. [54] The solution to a specific problem for a specific company may not have generalized application. The solution must fit the problem. [55]
These are called out as four value streams; customer, product design and test, production, and knowledge. [15] Alternately, others name four domains; design, supply, manufacturing, and customer. [16] Regardless of the names, focus on the four areas helps developers to think about the value in the solution and the wastes that can enter the system.
Lean enterprise is a practice focused on value creation for the end customer with minimal waste and processes. [4] The term has historically been associated with lean manufacturing and Six Sigma (or Lean Six Sigma) due to lean principles being popularized by Toyota in the automobile manufacturing industry and subsequently the electronics and internet software industries.
Example of a worksheet for structured problem solving and continuous improvement. A3 problem solving is a structured problem-solving and continuous-improvement approach, first employed at Toyota and typically used by lean manufacturing practitioners. [1] It provides a simple and strict procedure that guides problem solving by workers.
It is a major component of problem-solving training, delivered as part of the induction into the Toyota Production System. The architect of the Toyota Production System, Taiichi Ohno , described the five whys method as "the basis of Toyota's scientific approach by repeating why five times [ 5 ] the nature of the problem as well as its solution ...