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)
15
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.
19
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!