Pollution Prevention Basics: The Road to Cost Savings

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Pollution Prevention BasicsThe Road to Cost
Savings

• Problem Solving Techniques
• Team Improvement Groups
• (TIG)
• Basic - 101
• Presented by
• Ron Allen - Environmental Engineer
• Toyota Industrial Equipment Mfg., Inc.
• Columbus, Indiana

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• Lean manufacturing and continuous improvement
  have been around for more than a quarter-century,
  but it seems that those implementing these ideas
  in traditional workplaces still fail to grasp
  what's really needed to get the productivity
  leaps they seek. 

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• As Steven J. Spear, a senior lecturer at MIT who
  has studied Toyota for more than a decade stated
  
• The work is really threefold making cars, making
  cars better, and teaching everyone how to make
  cars better.
• At its Olympian best, Toyota adds one more level
  It is always looking to improve the process by
  which it improves all the other processes.

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Philosophy of TIG

• Basic Concept To utilize a standard method of
  problem solving, while at the same time
  developing the skill levels of the workforce.
• A voluntary program involving both shop and
  office Associates.
• Anyone can participate including the president.
• Groups select the problem to work on themselves.
  Management may suggest problems to concentrate
  on, but the group ultimately decides.
• Groups are allowed to meet 1 hour per week to
  work on their theme.

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Philosophy of TIG

• The group typically completes one activity or
  theme every 6 9 months.
• All groups utilize the 8 steps in their problem
  solving as described in the Problem Solving
  Guide.
• Although cost savings can be quite substantial,
  it is not the primary goal. The primary goal is
  training and development for the Associates.
• Several incentives are used to entice Associates
  to join the program such as free lunches,
  monetary awards for presented themes, and
  opportunities to attend trips such as the NATQCC
  (North American Toyota Quality Circle
  Conference).

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Steps for TIG

• Clarify the problem
• Break down the problem
• Set a target
• Determine the root cause
• Develop countermeasures
• See countermeasures through
• Confirm results and process
• Standardize successful processes

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(No Transcript)
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1. Clarify The Problem

• Brainstorm a list and prioritize,
• -OR-B. Start with a
  pre-determined problem.

• What is the Current Situation?
• What is the Ideal Situation?
• Visualize the gap between the ideal current
  situation.- Must be measurable.- Solution not
  known.- Keep in mind scope.

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2. Break Down The Problem
- Use data to categorize the problem into
smaller, more concrete problems. Use division
points such as Who, What, When, and Where to
begin breaking down the problem. - Narrow the
focus to one individual aspect of the problem. -
Genchi Genbutsu Go see the smaller, more
focused problem and visualize the process. -
Specify the point of cause and state the problem
to engage.
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3. Set A Target
- Make the commitment. gt Measurable, concrete
and challenging. - Do what, by how much, by
when? - Clarify rationale and impact. - Output
oriented (things to be achieved).
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4. Determine The Root Cause
- Brainstorm potential causes for the narrowed
down problem. (Why is the problem occurring?) -
Based on facts through Genchi Genbutsu (Go and
see), keep asking "why" to uncover deeper causes.
gtEliminate direct causes that do not
materialize. - Specify the root cause(s) and
confirm logic chain. - Can you turn the
problem on and off with the root cause?
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5. Develop Countermeasures

• -Brainstorm and develop potential c/m's to
  address the root cause.
• Select the most practical and effective c/m.
• Build consensus with others involved.
• Create a clear and detailed action plan. (Clarify
  roles and involve everyone on team)

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6. See Countermeasures Through
- Quickly implement C/M and monitor progress
with data. - Check to see if C/M is happening -
Collect data regularly check and communicate
progress (ho-ren-so). - Be consistent when
making before and after comparisons (apples
to apples).
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7. Confirm Results Process
- Compare results with target in step 3. gt If
no good, try next c/m or return to step 4. gt If
okay, cease any short-term measures. - Evaluate
processes for repeatability of results. -
Understand the factors behind the success or
failure.
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8. Standardize Successful Processes
- Structure processes to prevent recurrence.
- Re-train document improved standards -
(process Manuals). gt Create systems to
maintain improved standards. - Share improved
standards through Yokoten (if possible).
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Pollution Prevention BasicsThe Road to Cost
Savings

• Problem Solving Techniques
• Team Improvement Groups
• (TIG)
• Basic - 101
• Questions