For example, at a Toyota assembly plant, I once was told that the normal number of andon pulls is typically around 1,000 per shift. Each pull is an operator calling for assistance from their team leader because the operator is experiencing a problem; a cross-threaded bolt here, a task that took a little too long there. Naturally, the number of andon pulls per shift varies, and I once heard of it dropping to only 700 pulls/shift. When I ask non-Toyota managers what they would do in this situation, I often get the answer, “We would celebrate the improvement.”
According to my source, what actually happened when the number of andon pulls dropped from 1,000 to 700 per shift is that the ...
- Chapter 6 Problem Solving and Adapting: Moving Toward a Target Condition
- from Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
- Publisher: McGraw-Hill
- Released: September 2009
Don't celebrate when there are fewer visible problems. Either the problems exist and aren't visible, or you are accepting waste in your system that could be removed.
Share this highlighthttp://www.safaribooksonline.com/a/toyota-kata-managing/13866525/