Quality Improvement Through Team Member Engagement

Mike Clark

Toyota’s North American Presence

TMS

TABC

CALTY

TMMBCTTC AZ

TMMTX

BODINE

BODINE

TMMMS TMMAL

TMMK

TMMI

TTC

TMMWV

Plant Facts

• Established in 2001

• 1,400 team members

• 4 expansions

• 1.1M Sq. Ft.

• $970 million investment

• Only Toyota plant to build 4-cylinder,

V6 and V8 engines

• Supplies engines for 1/3 of U.S.

Products

Corolla

Tacoma

Highlander

RAV4

Sienna

Lexus RX 350

Avalon/Avalon Hybrid Camry TMMAL builds engines for 5 of

the 10 Toyota vehicles built in

North America

Tundra

Sequoia

TMMAL’s Customers

TABC

CAPTIN

TMMK

TMMC

TMMWVTMMI

TMMAL

TMMBC TMMTX

TMMC 2

TMMAL produces engines for 4 of Toyota’s 6 TMMAL produces engines for 4 of Toyota’s 6 TMMAL produces engines for 4 of Toyota’s 6 TMMAL produces engines for 4 of Toyota’s 6

assembly plants.assembly plants.assembly plants.assembly plants.

TMMMS

Engine Production

V8 | 5.7L & 4.6L

149,295

V6 | 3.5L266,210

4cyl | 2.5L & 2.7L

269,775

2017 Production: ~700,000 Engines~ 2,800 per day

Diverse Workforce

1,400 Team Members Strong

• 18 counties

• 32 U.S. states

• 14 countries

• 20 languages

• 27% minority

• 22% female

Improving Quality Through Team Members

Creating a Kaizen Culture

Challenge

Kaizen

Genchi Genbutsu

Respect for People

Respect

Teamwork

Continuous Improvement

Creating a Kaizen Culture

Respect:Respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.

Teamwork :Support personal and professional growth, share development opportunities to maximize individual and team performance.

Respect for People

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Continuous

Improvement

Challenge: Form a vision and meet challenges with courage and creativity to realize our dreams.

Kaizen: Improve business operations continuously, always striving for innovation and evolution.

Genchi Genbutsu: Go to the source and find facts to make correct decisions, build consensus and achieve goals.

Creating a Kaizen Culture

Improving Quality Through Team Members

A highly engaged workforce =

POSITIVE OUTCOMES!

Improving Quality Through Team Members

1. Development

2. Empowerment

3. Two-Way Communication

4. Recognition

1. Development

A) Quality Circle

B) Jishuken / Kaizen Blitz

A) B)

A1. Toyota’s QC circle activities

QC circles conduct activities to seek creative ideas to do the work more safely, easily (happily), quickly and accurately, and to find solutions to familiar issues, by gathering the wisdom of members.

� Through QC circle activities,

“Personal growth of members” &

“Communication among members”

becomes visible.

� TM / TL Led, with GL as advisor

� No set timeframe (average circle is

3 – 6 months)

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A2. What are the benefits obtained from QC circle activities?

In QC circle activities,

all the members join

forces to achieve the

circle’s goal.

Major benefits

obtained through the

activities’ processes

are as follows:

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A3. What are the benefits and joys of QC circle activities?

By finding solutions to familiar problems, you can feel your personal growth and

make your work easier to do.

17

A3. What are the benefits and joys of QC circle activities?

By finding solutions to familiar problems, you can feel your personal growth and

make your work easier to do.

18

A4. What are the Toyota QC circle steps?

“Toyota QC circle steps (problem-solving steps)” are the steps necessary

to be taken to solve problems rationally, efficiently and effectively. Anyone

or any circle can find reasonable/scientific solutions to any difficult

problems just by following these steps as the standard tactics.

If a presentation is prepared according to this scenario, you can

communicate the results of the activities clearly and effectively in the

presentation.

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What is a QC story?

Processes for problem-solving

Processes for summary/presentation

Enhancing the effects

A4. What are the Toyota's QC circle steps ?

20

The Toyota's QC circle steps are

the problem-solving steps that lead

to realization of the Toyota Way. In

other words, they lead to the

development of human resources

capable of solving problems

autonomously (*Our Attitude)

It is important to ensure that the

main messages and key points of

the activities are clarified in the

story.

B. Jishuken / Kaizen Blitz

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� 1 Week activity to identify & solve Safety, Quality, or Productivity concern(s).

� GL/TL led with TM’s from all areas supporting.

� All countermeasures usually aren’t 100% implemented at end of week so handover

to area GL occurs with CM follow up matrix attached.

Quick Assessment &

Data Gather

2. Empowerment

STOP. CALL. WAIT.� Every process has yellow and red cords so

each TM can call for support if a concern

arises

� When the cord is pulled the andon board

will light up yellow or red for the process

that the cord was pulled

� TL or GL will go to station to support

TM pull cords

3. Two-Way Communication

• Round Table

• Company-Wide Meeting

• Open Door Policy

4. Recognition

QC Circle:� 2 cycles

� Japan (team travels to Japan to report out circle)

� North American (team travels to regional area to

report out circle). Last 2 cycles were at Charlotte

Motor Speedway

4. Recognition

• Recognize Contributions

• Recognize Team Member Honesty

• Visual Demonstration of manager support

Quality Culture Awards

(Monthly Activity)

Thank you!