Make Technology Fit 215
Chapter 9. Make Technology Fit 215
In late 2002 the SE and DA draft process was completed, and in early 2004 a pilot was selected and implemented. The initial process focused on the business process and behavioral aspects —not technology. Digitized photos of the parts were pulled into CATIA, and digital models of each station were created. Participants included all Engineering/Design areas, Advanced Manufacturing, Procurement and Material groups, representatives from the manufacturing plants, Quality Groups (Service, Warranty, Error Proofing), Ergonomics and Safety, and Industrial Engineering. The activities started several months prior to design freeze and continued up to the initial prototype builds (three phases). The events were very intense, and over 2,000 issues were generated in the pilot. An issues-management process was started immediately at the same intense level to record any issues observed and assign strict responsibility for their resolution by specific dates.
Initial metrics looked promising. The prototype builds for the pilot went more smoothly than usual—several significant issues were dis- covered and countermeasured prior to the start of prototype. The issues curve for the pilot was initiated almost nine months earlier than in previous programs. As of this writing, it was too early to have data on lead time and other performance metrics, but everyone agreed that many problems were resolved very early and launch would be much smoother.
What is interesting about this case is that AmCar was a leader in the use of CATIA technology, and as noted earlier, even Toyota was getting nervous. Yet they then fell significantly behind Toyota in the actual use of the technology. Some of the lessons that AmCar learned with the help of their recruits from Toyota were:
1. An effective process should be supported by the technology instead of trying to replace the process with the technology.
2. Build discipline through other standardized activities, then apply the discipline to the process.
3. Cross-functional involvement and input at the lowest decision- making level will lead to better use of the information made avail- able by the technology.
4. Create a pilot/learning line to simulate results: test, test, test, then roll out.
5. Create a pull from senior management through results and support- ing data.
6. Continue to kaizen the process.
T HE T OYOTA W AY F IELDBOOK
Reflect and Learn from the Process
1. Is your company caught up in the technology race?
2. Do you believe that having the latest, fastest, most sophis- ticated technology is necessary to maintain a competitive advantage?
3. Have you lost sight of the fact that the purpose of technology is to serve the people and the processes?
4. Do you look to technology to solve problems, or do you iden- tify effective solutions and then apply technology to support people (reduce the burden)?
5. Have you invested heavily in technology, only to find that the overall performance has not improved and now it is difficult to abandon the system because of the expense (or admitting failure)?
6. If you have any technology proposals on the table right now, reevaluate the situation and request the proposer to verify how the system will support the people:
a. How have they involved the users of the technology in the design of the technology?
b. Have the proposers practiced “genchi genbutsu” (go and see the actual process) and studied the way the current process is being conducted today?
c. Have all attempts been made to take waste out of the cur- rent process before proposing new technology?
d. Has a close relationship been developed with the IT provider so they will work to customize the technology to the people and process?
e. Has a pilot been planned to prove the technology prior to full-scale implementation?
Part IV
Develop Exceptional People and Partners
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Chapter 10