TBP (Toyota Business Practices) Guide
A comprehensive reference guide for Toyota's 8-step problem solving methodology
This guide provides key points and coaching questions for each step. Based on PDCA (Plan-Do-Check-Act), TBP emphasizes gemba observation, root cause analysis, and standardization.
TBP 8-Step Problem Solving - Toyota Way in Action
PLAN (Steps 1-5)
1
Clarify the Problem
Understand the current situation and select the right problem to solve
Key Points
- •Understand Business Context: Link the problem to business objectives, customer needs, or strategic priorities
- •Go to Gemba: Observe the actual workplace to see the situation firsthand, not from your desk
- •Grasp the Current Situation: Collect facts, data, and evidence about what is actually happening
- •Define the Problem: Clearly articulate the gap between the current state and desired state
- •Confirm Importance: Verify this is the right problem to solve given priorities and resources
- •Initial Problem Statement: Write a clear, factual description of the issue without jumping to solutions
Coaching Questions
- →Have you personally observed the problem at gemba?
- →Why is this problem important to the business and customers right now?
- →Are we solving the real problem or just addressing symptoms?
- →What evidence confirms this problem exists and matters?
2
Break Down the Problem
Analyze the problem into smaller, manageable components
Key Points
- •Point of Occurrence (PoO): Identify exactly where, when, and under what conditions the problem occurs
- •Stratify the Data: Break down the problem by time, location, product, process, or other relevant factors
- •Use Visualization: Create charts, graphs, or diagrams to see patterns and trends in the data
- •Identify Priorities: Determine which aspects of the problem have the biggest impact (Pareto analysis)
- •Narrow the Focus: Select a specific, manageable portion of the problem to tackle first
- •Create Detailed Problem Statement: Refine the problem statement with specific, measurable details
Coaching Questions
- →Where exactly does the problem occur most frequently or severely?
- →What patterns emerge when we stratify the data?
- →Which part of the problem should we focus on first for maximum impact?
- →Have we narrowed this down enough to be actionable?
3
Set Target
Establish clear, measurable targets for improvement
Key Points
- •Specific & Measurable: Define targets with concrete numbers, not vague aspirations
- •Achievable Yet Challenging: Set targets that stretch capabilities but remain realistic
- •Aligned with Goals: Ensure targets support broader business objectives and customer needs
- •Time-Bound: Establish clear deadlines and milestones for achievement
- •Baseline Comparison: Document current performance to measure improvement against
- •Success Criteria: Define what success looks like and how it will be measured
Coaching Questions
- →Is this target specific enough that we can measure success objectively?
- →Does this target close the gap we identified in the problem statement?
- →Is this target achievable with available resources and time?
- →How will we know when we've achieved this target?
4
Analyze Root Cause
Identify the true underlying causes using systematic analysis
Key Points
- •5 Why Analysis: Ask 'why' repeatedly to dig deeper beyond surface-level causes
- •Fishbone Diagram: Explore multiple categories of potential causes (4Ms, 5Ms, or 8Ms)
- •Verify at Gemba: Confirm suspected causes by observing and testing at the actual workplace
- •Distinguish Cause from Effect: Ensure you're identifying causes, not just symptoms or effects
- •Data-Driven Validation: Use data and evidence to verify root causes, not assumptions
- •System Perspective: Consider how processes, systems, and standards contributed to the problem
Coaching Questions
- →Have we verified the root cause at gemba with physical evidence?
- →If we eliminate this cause, will the problem disappear?
- →Are we solving a people problem or a process/system problem?
- →Did we ask 'why' enough times to get to the true root cause?
5
Develop Countermeasures
Create practical solutions that address root causes
Key Points
- •Target Root Causes: Ensure countermeasures directly address verified root causes, not symptoms
- •Prevention Focus: Design solutions that prevent the problem from recurring, not just detect it
- •Practical & Implementable: Develop countermeasures that are feasible with available resources
- •Multiple Options: Consider several alternatives before selecting the best approach
- •Implementation Planning: Define specific actions - who will do what, when, where, and how
- •Cost-Benefit Analysis: Evaluate the investment required versus expected benefits
Coaching Questions
- →Does this countermeasure eliminate the root cause or just reduce the symptom?
- →Is this solution practical and sustainable for daily operations?
- →What could go wrong with this countermeasure?
- →Do we have a clear plan for who will implement each action?
DO / CHECK / ACT (Steps 6-8)
6
See Countermeasures Through
Implement solutions with speed, coordination, and persistence
Key Points
- •United Efforts: Implement countermeasures with speed and persistence as a team
- •Clear Communication: Share information continuously through reporting, informing, and consulting
- •Never Give Up: Persist through obstacles and unforeseen problems during implementation
- •Coordinated Action: Ensure all team members are aligned and working together smoothly
- •Visual Progress Tracking: Monitor implementation status in a visible area for the team
- •Rapid Problem Solving: Address issues quickly as they arise during implementation
Coaching Questions
- →Are all team members actively implementing their assigned actions?
- →What obstacles have we encountered and how are we overcoming them?
- →Is implementation happening with the speed and coordination needed?
- →How are we keeping everyone informed of progress and issues?
7
Evaluate Both Results and Process
Monitor effectiveness and evaluate both outcomes and methods
Key Points
- •Measure Results: Compare actual outcomes against the targets set in Step 3
- •Verify at Gemba: Confirm improvements by observing the workplace, not just reviewing data
- •Evaluate the Process: Assess how well the problem-solving process itself worked
- •Identify Gaps: Determine if targets were fully achieved or if additional work is needed
- •Check for Side Effects: Look for unintended consequences or new problems created
- •Document Learnings: Capture lessons about what worked well and what didn't
Coaching Questions
- →Did we achieve the targets we set? If not, why not?
- →What evidence from gemba confirms the improvement is real and sustained?
- →How effective was our problem-solving process itself?
- →What unexpected issues or benefits emerged from the countermeasures?
8
Standardize Successful Processes
Make improvements permanent and share learning widely
Key Points
- •Update Standards: Revise work procedures, instructions, and documentation to reflect the new method
- •Train All Affected: Ensure everyone who performs the work is trained on the new standard
- •Visual Management: Create visual aids, checklists, or controls to sustain the improvement
- •Establish Monitoring: Set up systems to detect if performance begins to slip
- •Yokoten (Horizontal Deployment): Share learnings with other areas that could benefit
- •Continuous Improvement Mindset: Treat the new standard as the baseline for future improvements
Coaching Questions
- →Have we updated all relevant standards, procedures, and work instructions?
- →Is everyone trained and following the new standard consistently?
- →Where else in the organization could this learning be applied?
- →How will we monitor to ensure the improvement is sustained over time?
Compiled by Art Smalley, Art of Lean, Inc.
For educational and personal use only. Not for commercial distribution without permission.
For educational and personal use only. Not for commercial distribution without permission.