pickers

1. Theme: Newcomers’ Training for Warehouse Name: Company: Toyota Business Practices (TBP) ■ Problem Solving Flow Chart The division you belong to: Training Department The background of the job: ▼ Responsible for delivering the training & consultancy to the employees of warehouses 　　　　 ▼ Trainer certified in TPS and Toyota Way for warehouses’ SVs, TLs and Team Members Step 1 Clarify the Problem Step 2 Break Down the Problem 【Ultimate Goal】 To deliver training & consulting to the warehouses in order to improve the knowledge of the Toyota Way values among the staff. Responding to various training needs of RDs’. This will improve the quality of the service to the final customer via Kaizen and Genchi Genbutsu and staff relations by Respect and Teamwork. TW, TPS is used by colleagues at higher levels so contract workers and higher workers are using “other languages” (Process – of training new employee) While continuing their work they receive OJT and their Toyotacontract is granted The newly employed Contract workers start their job working accordingly totheir SOPs The promotion mightfollow as the resultof good performanceand teamwork When performing depot operations smoothly they gain practical experience but they lack the knowledge about the Toyota Way Contribution Contract workers after the contract extension do not know basic facts about the company (TW, TPS) 【Ideal Situation】 (Should be situation) Majority of employees join company as a contract worker All newly hired warehouse employees receive broad information about Toyota (TW, TPS, TW Competencies) in the first month of their employment (Break Down - by Grade) Step 3 Target Setting TW Competencies are used for assessing employees 【Prioritized Problem at Point of Occurrence】 【Target】- challenging Contract workers are being coached Contract workers Despite good knowledge of working procedures newly hired contract workers do not have sufficient training about the Toyota. They become skilled “technically” but lack the TW philosophy to base their behavior on. All contract workers in warehouses will participate in newcomer training by end of fiscal year 2006/2007. pcikers have general job knowledge achieved from OJT 【Problem】 Warehouse team members (pickers and packers) don’t attend training program for newcomers Contract workers are trained by OJT pickers Step 4 Root Cause Analysis 【Current Situation】 packers First contract is a temporary contract. It can lead to recruitment and Toyota contract. Warehouse employees are taking part in the course organized for the newcomers of warehouses. This training is organized at the headquarters as a 3 day event. warehouse management needs their staff in the operations There are 12 warehouses in different countries. Language barrier limits the possibility of organizing this centrally. warehouses are spread around the region. Distance is a constraint for bringing them to headquarters. Some contract workers can not leave their country because of family responsibilities 【Root Cause】 People will not feel comfortable when trained in English language Different languages of the trainees can cause the communication problem during the training. High transportation costs to bring all contract workers to headquarters There is a problem of aligning the training agendas so all the participants can come on the same dates. 【The points that you cannot fit in the PS steps, The researched data that were not apply for breakdown (Incl. Division Points)】 【Countermeasures】 • To develop newcomers’ training for contract workers: • Training department can organize the roll out in each depot • invite the participants from each warehouse to headquarters and train them by Training Department • send the set of materials (interactive presentation + binder) to each warehouse and ask manager to hand it out to contract workers • train the manager of the warehouse and certify him in delivering newcomer training Step 5 Develop Countermeasures

2. Theme: Newcomers’ Training for Warehouse Name: Company: Toyota Business Practices (TBP) ■ Problem Solving Flow Chart The division you belong to: Training Department The background of the job: ▼ Responsible for delivering the training & consultancy to the employees of warehouses 　　　　 ▼ Trainer certified in TPS and Toyota Way for warehouses’ SVs, TLs and Team Members Step 1 Clarify the Problem Step 2 Break Down the Problem The division points are not relevant, resulting in an insufficient breakdown, Too broad No evidence of Genchi Genbutsu 【Ultimate Goal】 To deliver training & consulting to the warehouses in order to improve the knowledge of the Toyota Way values among the staff. Responding to various training needs of RDs’. This will improve the quality of the service to the final customer via Kaizen and Genchi Genbutsu and staff relations by Respect and Teamwork. TW, TPS is used by colleagues at higher levels so contract workers and higher workers are using “other languages” (Process – of training new employee) Asking WHY While continuing their work they receive OJT and their Toyotacontract is granted The newly employed Contract workers start their job working accordingly totheir SOPs The promotion mightfollow as the resultof good performanceand teamwork When performing depot operations smoothly they gain practical experience but they lack the knowledge about the Toyota Way Contribution Contract workers after the contract extension do not know basic facts about the company (TW, TPS) 【Ideal Situation】 (Should be situation) Majority of employees join company as a contract worker Ideal Situation should not describe the method (countermeasure) All newly hired warehouse employees receive broad information about Toyota (TW, TPS, TW Competencies) in the first month of their employment (Break Down - by Grade) Step 3 Target Setting TW Competencies are used for assessing employees 【Prioritized Problem at Point of Occurrence】 【Target】- challenging Contract workers are being coached Contract workers Despite good knowledge of working procedures newly hired contract workers do not have sufficient training about the Toyota. They become skilled “technically” but lack the TW philosophy to base their behavior on. All contract workers in warehouses will participate in newcomer training by end of fiscal year 2006/2007. pcikers have general job knowledge achieved from OJT 【Problem】 There is not always a relationship between the previous level of breakdown and the next Warehouse team members (pickers and packers) don’t attend training program for newcomers Contract workers are trained by OJT The target is set to close a large vague gap. pickers Step 4 Root Cause Analysis 【Current Situation】 packers First contract is a temporary contract. It can lead to recruitment and Toyota contract. Warehouse employees are taking part in the course organized for the newcomers of warehouses. This training is organized at the headquarters as a 3 day event. warehouse management needs their staff in the operations There are 12 warehouses in different countries. Language barrier limits the possibility of organizing this centrally. warehouses are spread around the region. Distance is a constraint for bringing them to headquarters. Some contract workers can not leave their country because of family responsibilities Not concrete, more data is necessary to describe the current situation and to make it more clear. 【Root Cause】 People will not feel comfortable when trained in English language Different languages of the trainees can cause the communication problem during the training. High transportation costs to bring all contract workers to headquarters There is a problem of aligning the training agendas so all the participants can come on the same dates. Assumption or fact? 【The points that you cannot fit in the PS steps, The researched data that were not apply for breakdown (Incl. Division Points)】 Root cause is opposite of Ideal Situation 【Countermeasures】 • To develop newcomers’ training for contract workers: • Training department can organize the roll out in each depot • invite the participants from each warehouse to headquarters and train them by Training Department • send the set of materials (interactive presentation + binder) to each warehouse and ask manager to hand it out to contract workers • train the manager of the warehouse and certify him in delivering newcomer training Step 5 Develop Countermeasures

3. Theme: Newcomers’ Training for Warehouse Name: Company: Toyota Business Practices (TBP) ■ Problem Solving Flow Chart The division you belong to: Training Department The background of the job: ▼ Responsible for delivering the training & consultancy to the employees of warehouses 　　　　 ▼ Trainer certified in TPS and Toyota Way for warehouses’ SVs, TLs and Team Members Step 1 Clarify the Problem Step 2 Break Down the Problem 【Ultimate Goal】 Warehouse employees are developed so they are able to deliver the highest quality service to the final customer. Receives warehouse ‘new hire’ training Employee commences work at warehouse Receives regular feedback from supervisor regarding demonstration of TW Expected to practice Toyota Way on the job (When) Contribution (Where) 1st Shift (12%) 【Ideal Situation】 (Should be situation) Warehouse A (7%) 100% new warehouse employees demonstrate a broad understanding of the Toyota Way (Values, TPS, Competencies) in their work (e.g. kaizen, genchi genbutsu, teamwork & respect), as measured by TW Competencies 2nd Shift (49%) Step 3 Target Setting (Who) Warehouse B (17%) 【Target】- challenging 【Prioritized Problem at Point of Occurrence】 Contract workers 85% Warehouse C (61%) Newly hired contract workers on 2nd shift at Warehouse C do not receive any formal training regarding TW, TPS & TW Competencies Newly hired contract workers on 2nd shift at Warehouse C receive formal training regarding TW, TPS & TW Competencies by next intake (Sept 2007) 【Problem】 97% of warehouse employees recruited in past 12mths do not yet meet TW Competency standards expected of their current level Pickers 5% X Supervisors do not think TW training is important Employees do not want to go to training TW Training not part of warehouse orientation Not enough labor to cover team members at TW Training Step 4 Root Cause Analysis Packers 7% 【Current Situation】 3% of warehouse employees recruited in past 12mths meet TW Competency standards expected of their current level at last assessment milestone. Not viewed by warehouse management as ‘job ready’ requirement (not urgent training issue) Warehouse orientation is 5 days in total (current TW Training is 3 days) – No Time Budget issue – cost of transporting team members to TW Training venue not planned HQ Training Dept has set min numbers for TW Training (too many people off the job at once) Increase in sales has lead to urgent need for labor – shortage in warehouse Cost/Efficiency of training Warehouse orientation developed before TW Competencies deployed to team member level – No updates made 【The points that you cannot fit in the PS steps, The researched data that were not apply for breakdown (Incl. Division Points)】 【Root Cause】 【Countermeasures】 First contract is a temporary contract for team members. This can lead to permanent employment. Step 5 Develop Countermeasures