TBP Problem Solving

In a Lean setting, problem-solving is a daily activity. Any gap between a current and ideal situation must be addressed  to find a root cause and implement an effective countermeasure, rather than placing blame or dealing with the symptoms. This methodology leads to enhanced customer service, helps to meet company objectives and is an essential tool for developing your employees as problem-solvers as well as leaders as teachers/coaches.

Problems are everywhere and create waste, extra work, stress, chaos to manage……..and a lot of ‘firefighting’ activities. As a consequence people are always ‘busy’, might get a tap on the shoulder as the hero who saved the day……but (the same) problems keep coming back. The fires are put out every time, but the arsonist is not caught. Among different existing methodologies for addressing problems, TBP (Toyota Business Practice) sticks out when it comes to effectiveness. A good implementation, following rigourously the 8 steps, will take out the ‘arsonists’ by putting in place effective countermeasures to deal with the real root cause(s).

TBP is a way to put PDCA thinking in practice. Key elements are:
* a quantified problem statement
* defining the prioritized problem at the point of occurence with a concrete target setting
* a root cause analysis based on facts from the floor (Gemba), looking for system and not people flaws
* countermeasure development with consensus building among stakeholders
* a thorough follow up of implementation
* deployment of effective practices to other areas in the organisation (Yokoten)

An A3 document, showing the essentials of each step in a concise and visual way, is not just a ‘summary’ of the case, but serves as a working document and coaching tool.