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)

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?

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?

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?

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?

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)

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?

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?

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?