Can you shine any light on the TBP (Toyota Business Practice) method of problem solving, i am aware this is inline with the Toyota Way, but have not come across any web sites or books with this format ??
The Toyota Business Practice is old wine in new bottles.
トヨタの仕事の仕方8ステップ (the 8 steps of the Toyota way of working) As a standard problem solving process, it is excellent and widely applicable. The Socratic teaching method and talk of “it takes 40 years to learn” at Toyota has given way to a more deliberate method of teaching this thinking process at Toyota, based on what I have seen.
We could say the TBP is the result of clarify, break down, and so forth, applied to the teaching of PDCA.
I was watching a presentation to management by one of these problem-solving teams.
Their A3 was on a computer, projected onto the screen.Lately many people have found the A3 label of problem solving to a refreshing take on PDCA. From a branding point of view, “the Toyota Way of Working” or “Toyota WOW” would have been cooler, but it was probably too close to Toyota Way itself.In any case, the 8 steps of the Toyota Business Process are: Follow this process and you inevitably have kaizen.Read some classic Deming on PDCA and you can’t go wrong.The content of TBP is nothing proprietary so if people need more details on the 8 steps let me know and I’ll see if we can’t put together a PDF or something to download.” He persevered until he got to the root of why the company believed it needed large stockpiles. They can use this insight to put a process in place that mitigates human error.Ohno also questioned why Toyota needed to buy specialized, expensive and difficult to customise machines when general purpose, smaller machines were less expensive, could produce a wider variety of parts and were easily reconfigured. Today, Ohno is known as father of Toyota's modern production system and of lean manufacturing.They were reporting their “results.” Yet there were large discontinuities in their problem-solving flow.The actions they were taking simply didn’t link back (through any kind of identifiable cause) to the problem they were solving.Ohno developed his method of interrogative questioning into a problem-solving tool known as the Five Whys. The company says he "built the foundation for the Toyota spirit of "making things." Whether you make things or otherwise, Ohno's classic problem-solving tool is useful for business people in all kinds of roles.He then instructed engineers at Toyota how they could use the Five Whys to fix and prevent everyday issues on the manufacturing line. In Eric Reis explained, “By asking and answering ‘why’ five times, we can get to the real reason for the problem, which is often hidden behind more obvious symptoms.” Asking “why” five times can help you uncover problems and address their underlying causes.