Percentage of Toyota's Time Spent on Training:
We are beginning our Lean Journey, we are wondering about overwhelming our
staff. We are teaching some basic principles of TPS, trying to change the
culture and I have been tasked as the leader of our CI effort. I have expressed
to our leaders that the journey will be long and arduous. What percentage of
employee time did Toyota dedicate to training? Monthly, Annually etc.
Toyota's Training Certification Programs:
Does Toyota have a "Certification" program where operators get certified at
different skills and then compensated when they move up to next level job?
Toyota Kentucky's Team-Based Problem Solving:
Did the Kentucky facility use the same team-based problem solving approach as
Toyota's distribution center in California? In other words, the team puts
people in the right place doing things they're good at.
Toyota's Method for Evaluating Job Trainers:
I would like to understand how the trainer is evaluated, the methodology,
success rate, continuous improvement of the training method.
Reducing Assembly Errors With Training:
I have an 8 person assembly team that has various assembly errors, with no real
pattern. What technique would you use to reduce these assembly errors?
Why Companies Fail When Implementing Lean or the Toyota
Production System:
I had the opportunity to experience many companies' failure when trying to
implement the Toyota Production System (TPS). In my opinion this failure occurs
when companies try to copy part of the methodology rather than the whole thing.
In your opinion, what are the main reasons these companies fail with the
deployment of the Toyota Production System?
Toyota's Compensation System and Training:
How did the compensation plan at Toyota tie into or support this expectation of
developing talent both from the teacher's and student's perspective?
Lean Training in a Job Shop Environment:
How do you deal with a job shop environment, where you have a small work force,
and each associate needs to do many different tasks?
Managing Standard Work at Plants With Many Assembly Lines:
Do you think the work instructions should be posted at the workstations? I work
in a plant that has 9 assembly lines with 70-90 operators each that will run a
combination of 200+ models on any line. How do I manage the standard work for
this application?
Toyota's Method for Documenting Jobs, Using Job Instruction:
Once a job is broken down, how is the documentation retained and made
available? Are job instructions at Toyota developed the same way throughout the
world, and are they shared across locations? Are there any jobs where
documentation is intentionally not made available to others who do not perform
that job?
Toyota Training Documentation for Quality Standards: Specific
Jobs and Tasks:
Do you have a database of people trained on specific jobs/tasks for ISO/AS
quality standard purposes? And how do you handle re training of people if
process change is implemented? In the plant that has more than 300 operators it
becomes a challenge.
Standard Work and Job Instruction Within Offices:
You mentioned the application of this approach in office environments. How did
Toyota overcome the Western view that knowledge workers cannot have standard
work?
Using Job Instruction to Fulfill ISO 9001:2008 Requirements:
This looks like a good way to fulfill the ISO 9001:2008 requirement that asks
how you know people are properly trained for their jobs. I could envision Job
Instruction being implemented as a 2nd-tier document in the quality management
system.
Building Toyota's Kentucky Plant:
When Toyota started in Kentucky, after the facility was finished, approximately
how long before their first car was produced. I.e. how much up front effort and
investment was put in for how long before revenue?
Job Applicants at Toyota's Kentucky Plant:
When Toyota started in Kentucky how many applicants were there and how many did
they hire i.e approx what percentage did they screen out?
Internal Trainers Versus External Consultants:
What have you found to be best practices in creating a sustainable training
process relying on internal trainers vs. external consultants?
Producing Exceptional Processes With Average People:
Is it that we want to prepare the organization to develop exceptional people,
OR to develop exceptional processes that allow individuals to look exceptional?
