8 step problem solving toyota

• Lean Philosophy

Eight Steps To Practical Problem Solving

The Toyota Way To Problem Solving

The art of problem solving is constantly trying to evolve and be re-branded by folks in various industries. While the new way might very well be an effective method in certain applications. A tried and true way of identifying and solving problems is the eight steps to practical problem solving developed by Toyota, years ago. The system is structured, but simple and practical enough to handle problems of the smallest nature, to the most complex issues.

Using a fundamental and strategic way to solve problems creates consistency within an organization. When you base your results off facts, experience and common sense, the results form in a rational and sustainable way.

The Eight Step Problem Solving Process

• Clarify the Problem
• Breakdown the Problem
• Set the Target
• Analyze the Root Cause
• Develop Countermeasures
• Implement Countermeasures
• Monitor Results and Process
• Standardize and Share Success

The eight steps to practical problem solving also include the Plan, Do, Check and Act (PDCA) cycle. Steps one through five are the planning process. The doing is found in step six. Step seven is the checking . Step eight involves acting out the results of the new standard.

This practical problem solving can be powerful tool to issues facing your organization. It allows organizations to have a common understanding of what defines a problem and what steps are going to be taken in order to overcome the problem efficiently.

The Eight Steps Broken Down:

Step 1: clarify the problem.

A problem can be defined in one of three ways. The first being, anything that is a deviation from the standard. The second could be the gap between the actual condition and the desired condition. With the third being an unfilled customer need.

In order to best clarify the problem, you have to see the problem with your own eyes. This gives you the details and hands-on experience that will allow you to move forward in the process.

Step 2: Breakdown the Problem

Once you’ve seen the problem first hand, you can begin to breakdown the problem into more detailed and specific problems. Remember, as you breakdown your problem you still need to see the smaller, individual problems with your own eyes. This is also a good time to study and analyze the different inputs and outputs  of the process so that you can effectively prioritize your efforts. It is much more effective to manage and solve a bunch of micro-problems one at a time, rather than try and tackle a big problem with no direction.

Step 3: Set the Target

Step three is all about commitment and focus. Your attention should now turn towards focusing on what is needed to complete the project and how long it will take to finish. You should set targets that are challenging, but within limits and don’t put a strain on the organization that would hinder the improvement process.

Step 4: Analyze the Root Cause

This is a vital step when problem solving, because it will help you identify the actual factors that caused the issue in the first place. More often than not, there are multiple root causes to analyze. Make sure you are considering all potential root causes and addressing them properly. A proper root cause analysis, again involves you actually going to the cause itself instead of simply relying on reports.

Step 5: Develop Countermeasures

Once you’ve established your root causes, you can use that information to develop the countermeasures needed to remove the root causes. Your team should develop as many countermeasures needed to directly address any and all root causes. Once you’ve developed your countermeasures, you can begin to narrow them down to the most practical and effective based off your target.

Step 6: Implement Countermeasures

Now that you have developed your countermeasures and narrowed them down, it is time to see them through in a timely manner. Communication is extremely important in step six. You’ll want to seek ideas from the team and continue to work back through the PDCA cycle to ensure nothing is being missed along the way. Consider implementing one countermeasure at a time to monitor the effectiveness of each.

You will certainly make mistakes in throughout your problem solving processes, but your persistence is key, especially in step six.

Step 7: Monitor Results and Process

As mistakes happen and countermeasures fail, you need a system in place to review and modify them to get the intended result. You can also determine if the intended outcome was the result of the action of the countermeasure, or was it just a fluke? There is always room for improvement in the problem solving process, but you need to be able to recognize it when it comes to your attention.

Step 8: Standardize and Share Success

Now that you’ve encountered success along your problem solving path, it is time to set the new processes as the new standard within the organization and share them throughout the organization. It is also a good time to reflect on what you’ve learned and address any possible unresolved issues or troubles you have along the way. Ignoring unresolved issues will only lead to more problems down the road.

Finally, because you are a true Lean organization who believes continuous improvement never stops, it is time to tackle the next problem. Start the problem solving process over again and continue to work towards perfection.

Additional Resources

• 8D for Problem Solving – creativesafetysupply.com
• Training to Use 8D Problem-Solving Tactics – blog.creativesafetysupply.com
• The Great Root Cause Problem Solving Debate – realsafety.org
• Design Thinking: Empathy and Iteration for Innovation and Problem-Solving – creativesafetypublishing.com
• 10 Commandments to Continuous Improvement – lean-news.com
• Lean Manufacturing Implementation – The First 5 Steps – iecieeechallenge.org
• “No Problem” is a Problem – jakegoeslean.com
• The Transitional Steps Involved In The 5s Principles During Implementation – 5snews.com
• The Tools of Kaizen – blog.5stoday.com

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Problem Solving Through Toyota Lean Management

Albert Einstein once wrote, “We cannot solve our problems with the same thinking we used when we created them.” Simply put, coming up with creative and innovative solutions to problems oftentimes requires you to look at the problem with a fresh perspective. As we’ve discussed in previous  Toyota Lean Management blog posts , recognizing and cutting down on waste is critical to increasing your efficiency, reducing costs, and improving throughput. However, in order to make these improvements and see positive changes in ROI, a key step is recognizing where problems exist and working to solve them.

To recognize and solve these problems, it is often helpful to view them with a different lens to reach a newfound conclusion. Toyota’s 8 steps for problem-solving act as the lens that allows you to view different aspects of your operation from a new perspective.

Consider these eight steps as you start on the path to continuous improvement.

1. Clarify the problem

The first step in solving a problem is realizing that one exists. You can define a problem by asking yourself the following questions:

• Does my current process deviate from the standard?
• Is there a gap in my current process with what I am trying to accomplish vs. what I am accomplishing?
• Are my customer’s needs being met with my current process?

If the answer to any of these questions is no, then you know you have a problem that could use some improvement.

2. Break down the problem

Now that you’ve verified the problem, you can begin to break down the issue into smaller, more detailed pieces. It can be helpful to analyze the different inputs and outputs of your process so you can effectively see where you are currently placing your efforts. Don’t bite off more than you can chew. It is much easier to manage and solve smaller problems rather than attack one large problem with little direction.

3. Set a target

The third step is all about commitment and consistency. Now that you’ve broken down the problem, how are you going to go about solving it? How are you going to meet your new deadline, and how long will it take to complete? Allot adequate time for each activity to ensure you are giving each aspect of the project enough attention.

4. Analyze the root cause

Analyzing the root cause allows you to identify each of the factor(s) that caused a problem in the first place. Sometimes there is more than one cause, and it is important to consider each one as you work to address the issue.

5. Develop countermeasures

Establishing the root cause is only half the battle. Now, you must develop countermeasures for each of those root causes to prevent the same issues from occurring again.

6. Implement countermeasures

Now that you’ve established your countermeasures, it is time to put them into action. You may want to seek ideas from other team members to ensure you are not missing any steps. Also, it can be helpful to track how effective each countermeasure is performing along the way and making adjustments where necessary.

7. Evaluate Results and Process

The seventh step is all about implementing a system to review and evaluate how your new process is working. Countermeasures will fail, but it is important to develop an effective system that always looks for areas of improvement in order to reach the desired result.

8. Standardize Successful Processes

After receiving successful results from your previous evaluation, it is time to standardize the process within your team and the entire organization. As you work through the standardization process, continue to look for possible unresolved issues that you may have missed the first time.

Remember, the road to establishing a lean organization doesn’t stop once you improve a few processes. Lean isn’t just about identifying where you can do better; it’s about instilling a culture of respect and developing to create a workplace that your associates enjoy working in. Achieving business goals and leaner processes requires dedication and teamwork from every individual in the organization. Encourage open communication and empower your employees to bring problems to your attention when they are detected.

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Home > Back to Basics: Problem Solving at Toyota

Back to Basics: Problem Solving at Toyota

19th November 2014 - Lean Enterprise Academy

As Lean practitioners, we all know how to problem solve – don’t we? This is surely basic Lean stuff? Well, the answer may be that we think we do.

But often, it isn’t done well and in many cases may not fix the actual problem we set out to. In many organisations the problem solving process is rushed, focusing on finding the quickest, easiest solution rather than the one that is the most value adding. Toyota, on the other hand, uses a systematic problem solving process which carefully frames the problem, finds true root cause and uses experiments to test countermeasures to ensure the problem is fixed once and for all. This is a fundamental building block of Toyota’s success and is practised by all employees at all levels.

Toyota’s 8 Step Problem Solving

In a practice-based workshop, Mark Davies, Senior Manager at Toyota Lean Management Centre UK, took us through the 8 step problem solving process :-

1 – Clarify the problem 2 – Breakdown the problem 3 – Set a target 4 – Analyse the root cause 5 – Develop countermeasures 6 – See countermeasures through 7 – Monitor the process and results 8 – Standardise successful processes

Toyota understands that stages 1 – 4 are key to ensuring the right problem is tackled and in the right way. Problems can get messy and convoluted so it’s often confusing to teams as to which specific aspect of a problem to focus on. Step 1 and 2 are important to stratify data, often using Pareto to breakdown the problem. Asking what, when, where and who helps to highlight the top issue to be tackled. It then becomes easier to set SMART targets for improvement. Stage 4 and the identification of root cause is, arguably, the most difficult and the most poorly executed. Here Mark took us through a detailed process to move from the prioritised problem to possible direct causes. The mistakes are to jump in and prescribe possible direct causes to the problems without going to Gemba to confirm the facts. Here direct cause – observed causes of the problem – and root cause – the actual end cause we are trying to identify – are often confused. And then the use of the ‘5 whys’ , a simple tool, which is so effective in drilling down the causality chain to the true root causes.

So going through a case study to practise these steps, how did we do? Well, we didn’t get everything right! And the point here is, if we, as Lean practitioners, aren’t able to problem solve in a systematic way, how can we expect to coach and lead others to do the same?

Back to basics methinks.

An Update: Problem Solving 2021

Bringing this post up to date, we’ve developed the Lean Learning Platform so you can hone your skills. We have a range of materials to help you become self reliant on your lean journey. The complementary Level 1 Practical Problem Solving materials aim to provide knowledge around the subject area.

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Lean Manufacturing and Six Sigma Definitions

Glossary terms, history, people and definitions about Lean and Six Sigma

Toyota Business Practice (TBP)

TBP is Toyota’s problem solving process, based on the original Plan Do Check Act ( PDCA ) model, but more detailed and prescriptive with 8 steps instead of 4.

Toyota had originally developed The Toyota Way 2001, and wanted a way to put those principles into action across the organization and with their suppliers and partners.

The 8 steps are as follows:

• Clarify the problem
• Breakdown the problem
• Set a target
• Analyze the root cause
• Develop countermeasures
• See countermeasures through
• Evaluate both results and process
• Standardize successful processes

A3 documentation is used to capture the status of a problem within these 8 steps, so there is a natural connection between A3 , PDCA , Kata and TBP.

• What is Lean Leadership and How Do You Get it? by Jeffrey Liker
• The Toyota Business Practice – Gemba Academy
• The Toyota Engagement Equation
• Extreme Toyota
• Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor and Lead

Additional Resources

• FOCUS-PDCA – creativesafetysupply.com
• Eight Steps To Practical Problem Solving – kaizen -news.com
• Why You’re Still A Lean Student – Using Lean Practice Routines to Avoid Common Growth Stunting – blog.creativesafetysupply.com
• The Toyota Production System House – blog.5stoday.com
• Why Ask Why? – lean -news.com
• Another Recall For Toyota – 5snews.com
• Continuous Improvement Applied to Safety at Toyota – iecieeechallenge.org
• The Concepts of Kaizen – creativesafetypublishing.com
• 5 Kaizen Tools to Start Using – hiplogic.com

8 Steps to Problem Solving: Implement Continuous Improvement in Your Organization

The 8 Steps to Problem Solving Method was developed by Toyota Motor Corporation as a practical, structured, and simple way to handle any problem from the smallest issue to the most complex roadblock. 

What is the 8 Step Problem Solving Method? 

This problem-solving method helps teams identify and solve problems in a clear and structured way, ensuring that there is consistency within an organization. 

This process is an expansion of the Plan, Do, Check, and Act (PDCA) cycle. Steps one through five are part of the planning process, step six is the doing process, step seven is the checking process, and step eight is the acting part of the cycle. 

Following this method ensures that your problem-solving technique can be repeated in a sustainable way with the least amount of impact on your customers. 

What are the benefits of the 8 Step Method? 

There are a few key benefits to using this method to solve your problems: 

You get to the root cause of the issue, ensuring the problem is not repeated in the future.

You can better identify and prevent any weak points in your process. 

 Long-term, effective solutions are generated.

Problems will be reduced over time, increasing your bottom line. 

What are the 8 Steps in this Methodology? 

Clarify Problem

Break Down Problem

Root Cause Analysis

Develop Countermeasures

See Countermeasures Through

Monitor Results and Processes

Standardize Successful Process

A Detailed look at the 8 Steps to Problem Solving Templates 

Step 1: Clarify The Problem

In this step, you need to identify and clarify the problem. Determine why it is a problem, what should be happening instead, and how it fits into the business as a whole.

The Stormboard Template for this step is divided into four sections: Clarify Ideal Situation, Clarify Current Situation, Visualize Gap Between Current and Ideal Situations, and Set Ultimate Goal.

Step 2: Break Down The Problem

For this next step, you need to start getting more detailed and specific. Break down the problem into manageable pieces, go see the problem in the process, analyze the issues, and start thinking about priorities.

The Stormboard Template for this step is divided into three sections: Get Your Boots On and Go See, Create a Process Flow, and Identify Point of Occurrence.

Step 3: Set Your Target

This step is where you set clear target dates to resolve the problem. Determine what is needed to reach the target and how long it will take. 

The Stormboard Template for this step is divided into three sections: Measurability, Target Point of Occurrence, and What, How Much, and When.

Step 4: Perform a Root Cause Analysis

In this step, you really dig into the factors that are causing the problem. Consider and address all of the causes of the issue — there will usually be more than one. 

The Stormboard Template for this step is divided into four sections: Create a Decision-Making Tree, Analyse and Discard Ideas, Ask Why, and Conduct “Why Analysis”.

Step 5: Develop Countermeasures

Use this step to brainstorm countermeasures that will help you remove the root causes of your problem. Come up with as many as possible, and then narrow the criteria matrix and create an implementation plan 

The Stormboard Template for this step is divided into three sections: List Root Cause, List Countermeasures, and Chart and Rate Countermeasures.

Step 6: See Countermeasures Through

In this step, you will implement your countermeasures using a clear plan and share the progress of each countermeasure that you implement with your team. 

The Stormboard Template for this step is divided into three sections: Implement Countermeasures, Share progress, and Next Steps.

Step 7: Monitor Results and Processes

Use this step to determine if your countermeasures were successful or if they need to be adjusted and reimplemented. 

The Stormboard Template for this step is divided into three sections: Evaluate Results, Report, and Lessons Learned.

Step 8: Standardize The Successful Process

In this step, you will integrate your successful countermeasure into your process, share your results with your team, reflect on what you have learned, and make sure there are no unaddressed issues.  

The Stormboard Template for this step is divided into three sections: Standardize, Share, and Start a new Kaizen.

See the template →

Are you interested in trying out Stormboard’s 8 Steps to Problem Solving Templates with your team? Sign up for a FREE trial now ! 

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Eight-Step Problem Solving

Systematic problem-solving is a core element of a True Lean™ organization. This course teaches the 8-Step problem-solving method used within Toyota at all levels and functions to practice effective continuous learning and improvement. We use a learn-by-doing format as teams will work through real problems selected within their organization and be coached through the process to achieve tangible results while developing their problem solving and critical thinking skills. Properly implemented, this systematic problem-solving approach delete: also becomes integral to the organization’s behavior habits at all levels that support the True Lean™ culture.

Designed for

Organizational Professionals at all levels and Departments

The knowledge you will gain

• Guiding Principles behind the Eight-Step methodology
• Understanding the universal application for all functions and all levels in your organization.
• The role and use of “A3 documents” separate from the problem-solving itself.
• Utilizing Eight-Step to return to a proven performance level OR advance the performance level. Both deliver tangible results. 
• Application of temporary measures and long-term countermeasures to prevent recurrence and achieve sustainable improvements.
• How it engages all to “own their workplace” and drive positive moral and personal development. 

Interactive with Gap Analysis “Takeaway”

• This interactive session includes dynamic learning with open discussions 
• Participants will learn the 8-step process and how to write an A3 summary using real problems from their workplace. 
• Participants will be able to describe the philosophy, principles, and practice of the methodology and determine their needs-based next steps 

Coaching Available

• Executive and Operational Coaching for Individuals based on the organizational level
• Ongoing needs-based Coaching on Eight-Step Problem Solving     

Registration Information

Location: Virtual Fee: $2500 per participant

Register Today

For information on fees for a dedicated session, contact [email protected] .

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Practical Problem Solving

Many organisations often struggle with effective problem solving and find that the best they can achieve is to merely contain the existing problems by introducing more waste into the organisation. For example an unreliable machine will be managed by adding in more stock to protect supply to the customer or through the acquisition of a second machine to ensure throughput. Real problem solving countermeasures the root cause of an issue preventing it from reoccurring and in doing so creates stability with the least amount of waste.

Toyota A3 Problem Solving is not a skill reserved for engineers and managers, if you truly desire to harness the creativity and innovation of your employees then it should be seen as a fundamental skill possessed by everyone.

Key Study Areas

• Introduction to Toyota A3 8 step problem solving approach
• Differences between Toyota approach and other such as six sigma
• Define the real problem
• Use and present data to clarify the point of cause of the problem
• Study the problem to ensure complete understanding
• Select countermeasures and evaluate effectiveness
• Monitor the results & gain greater benefits through effective sharing

All levels of an organisation.

Problem Solving Course Information

This course can be delivered at Deeside or at a client's site. Undertaking the course at your own facility will allow for a real problem to be tackled.

This course is available in two versions:

One day version which will teach you the theory and challange you to apply your knowledge on a case study.

Two day version where, in addition to the above, we will support you to apply the principles to an area within your own organisation.

Customer Comments

"As a six sigma green belt I was sceptical about how this would compare. I was amazed at what Toyota are achieving with this approach." - 13/11/19

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Toyota's 8-Steps to Problem Solving Kindle Edition

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Latitude varies from −90° to 90°. The latitude of the Equator is 0°; the latitude of the South Pole is −90°; the latitude of the North Pole is 90°. Positive latitude values correspond to the geographic locations north of the Equator (abbrev. N). Negative latitude values correspond to the geographic locations south of the Equator (abbrev. S).

Longitude is counted from the prime meridian ( IERS Reference Meridian for WGS 84) and varies from −180° to 180°. Positive longitude values correspond to the geographic locations east of the prime meridian (abbrev. E). Negative longitude values correspond to the geographic locations west of the prime meridian (abbrev. W).

UTM or Universal Transverse Mercator coordinate system divides the Earth’s surface into 60 longitudinal zones. The coordinates of a location within each zone are defined as a planar coordinate pair related to the intersection of the equator and the zone’s central meridian, and measured in meters.

Elevation above sea level is a measure of a geographic location’s height. We are using the global digital elevation model GTOPO30 .

Elektrostal , Moscow Oblast, Russia

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Elektrostal

Elektrostal Localisation : Country Russia , Oblast Moscow Oblast . Available Information : Geographical coordinates , Population, Altitude, Area, Weather and Hotel . Nearby cities and villages : Noginsk , Pavlovsky Posad and Staraya Kupavna .

Information

Find all the information of Elektrostal or click on the section of your choice in the left menu.

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Elektrostal Demography

Information on the people and the population of Elektrostal.

Elektrostal Geography

Geographic Information regarding City of Elektrostal .

Elektrostal Distance

Distance (in kilometers) between Elektrostal and the biggest cities of Russia.

Elektrostal Map

Locate simply the city of Elektrostal through the card, map and satellite image of the city.

Elektrostal Nearby cities and villages

Elektrostal Weather

Weather forecast for the next coming days and current time of Elektrostal.

Elektrostal Sunrise and sunset

Find below the times of sunrise and sunset calculated 7 days to Elektrostal.

Elektrostal Hotel

Our team has selected for you a list of hotel in Elektrostal classified by value for money. Book your hotel room at the best price.

Elektrostal Nearby

Below is a list of activities and point of interest in Elektrostal and its surroundings.

Elektrostal Page

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• Demography /Russian-Federation--Moscow-Oblast--Elektrostal#demo
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• Distance /Russian-Federation--Moscow-Oblast--Elektrostal#dist1
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• Nearby cities and villages /Russian-Federation--Moscow-Oblast--Elektrostal#dist2
• Weather /Russian-Federation--Moscow-Oblast--Elektrostal#weather
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• Nearby /Russian-Federation--Moscow-Oblast--Elektrostal#around
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Time in Elektrostal , Moscow Oblast, Russia now

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• Tokyo 07:33
• Beijing 06:33
• Paris 00:33
• London 23:33
• New York 18:33
• Los Angeles 15:33

Time zone info for Elektrostal

• Elektrostal does not change between summer time and winter time.
• The IANA time zone identifier for Elektrostal is Europe/Moscow.

Time difference from Elektrostal

Sunrise, sunset, day length and solar time for Elektrostal

• Sunrise: 03:40
• Sunset: 21:11
• Day length: 17h 31m
• Solar noon: 12:26
• The current local time in Elektrostal is 26 minutes ahead of apparent solar time.

Elektrostal on the map

• Location: Moscow Oblast, Russia
• Latitude: 55.79. Longitude: 38.46
• Population: 144,000

Best restaurants in Elektrostal

• #1 Tolsty medved - Steakhouses food
• #2 Ermitazh - European and japanese food
• #3 Pechka - European and french food

Find best places to eat in Elektrostal

• Best chinese restaurants in Elektrostal
• Best pizza restaurants in Elektrostal
• Best restaurants with desserts in Elektrostal

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