Kaizen Strategies and ActivitiesActivity Group ManualOctober 2002TABLE OF CONTENTSINTRODUCTION1ACKNOWLEDGMENTS2PURPOSE3The Manual4The Kaizen Activity Groups4Benefits for Staff5STRATEGY6The manual7Adapting the culture7Facilitating process improvement7Harness internal synergies8Global approach8Summary8Kaizen9Dual focus10ESTABLISHING GROUP GUIDELINES111.0 Preparing for Kaizen Activities122.0 Kaizen Activity Group Responsibilities143.0 Other Reading and Related Information16KAIZEN REVIEW171.0 Plan181.1 Plan What Definition of Problem and Analysis of Problem181.2 Plan Why Identification of Causes211.3 Plan How Planning Countermeasures222.0 Do Implementation243.0 Check Confirmation of Results264.0 Action Standardisation27CONTINUOUS IMPROVEMENT29Continuously improving30Future strategies and opportunities31APPENDIX A32Analysis tools32Cause and effect diagrams35Histograms37Control Charts42APPENDIX B44Contact List44Toyota Customer Service Marketing45Best Practices Team USA45Global Best Practice Group46Other References47APPENDIX C48Definitions48Common Language of Kaizen49APPENDIX D50Process Mapping50Mapping a Process51Main Elements of an Activity Decision Flow Diagram52Alternative Nature of a Process53Hierarchical Composition of a Process54INTRODUCTIONThe Toyota Way was launched globally in 2001. Following this, Mr Hideo Ozaki, President of Toyota Financial Services Corporation outlined a plan to focus upon building the internal synergies and processes within each Sales Finance Company (SFC). To facilitate the introduction of The Toyota Way, Global Best Practice Group (GBPG) was established.The GBPG consists of a representative Champion from each SFC within Toyota Financial Services (TFS). A Regional Coordinator has been appointed for each of the four global best practices regions: Asia/Oceania, Northern Europe, Southern Europe (including South Africa) and Americas. Together this group reports to a Global Coordinator.The focus of the GBPG is to champion the introduction of The Toyota Way concepts into each SFC. These concepts are: Continuous Improvement Respect for PeopleThis manual will assist you to achieve success through proven methods of Continuous Improvement (Kaizen), a concept adapted from the world-recognised Toyota Production System (TPS). This system has been responsible for the improving profits, quality and delivery time of Toyota vehicles over the past 60 years. It has also provided a basis for empowerment, encouraging factory staff to make improvements to their jobs. Whilst TPS concepts have their roots in a manufacturing environment, they can also apply to operations of SFCs. The task of translating these concepts has been a major challenge and will also be subject to continuous improvement.ACKNOWLEDGMENTSThis first release must acknowledge invaluable assistance and support in developing this manual:Hideo Ozaki President TFSCKoji Kobayashi Executive Vice President TFSCLarry Cannon Senior Vice President TFSCRoss Springer President Asia/Oceania TFSIchrio Yajima Deputy Managing Director Australia TFSWalter Leyendecker Chairman Europe/Africa TFSYoshihiko Morinaga President Europe/Africa TFSDavid Betteley Vice President Europe/Africa TFSGeorge Borst President Americas TFSKen Arnold Managing Director Canada TFSNampachi Hayashi Executive Advisory Engineer TPSThe TPS group at Araco Corporation, Toyota Industries Corporation Takahama Plant and Toyotomi Kiko Plant, Best Practice Team USA, and representative Champions and Coordinators of Global Best Practices Group are also acknowledged for their participation in the first year of GBPG.PURPOSEThe ManualTFS operates in an increasingly competitive market, where internal and external demands require more than just the provision of goods and services. The increasing international expansion of TFS and the changing nature of the business environment into the technologically reliant economy have seen new opportunities evolve. To continue to exceed customer expectations, the harnessing of synergies within the TFS global community is paramount. Your contributions to TFS are recognised as important to the companys success. This first release manual will assist you to become involved in group-based activities where your contributions can result in improvements to your work environment.The manual is designed to be used in all SFCs by staff with a wide ranging skill set. The manual will also provide a universal platform for information sharing and permit direct comparison between SFCs. The building of Knowledge Management will eventually stem from the use of this standardised process of Kaizen