STEP 1 - STOP 6 (Safety Toyota Zero Project)

STOP is an acronym for Zero Toyota Safety Project. There are 6 types of accidents in STOP 6, mostly related with equipment / machine. They are:

1. Apparatus, accidents caused by caughted in machine
2. Big Heavy, accidents caused by heavy object hitting
3. Car, accidents caused by transportation accident
4. Drop, accidents caused by dropped from high place
5. Electric, accidents caused by electrical contact
6. Fire, accidents caused by hot object contact, or exposed to flames

Classification level based on hazard and risk ranking:

• Rank 1 (Red) ; Death , Disability ,Lost of Organ
• Rank 2 (Yellow) ; Injury ,Production shutdown/ Lost Working Day (LWD)
• Rank 3 (Green) ; Little injury (no absent) ,No production shutdown / Non Lost Working Day (NLWD)

Here 7 Steps of Safety Assurance:

1. Patrol Check base on STOP 6 by Jishuken team
2. Making rank criteria by company management
3. Confirm Actual Patrol Check by Company Management
4. Company Decision (Ranking category)
5. 4M analysis
6. Countermeasure for Safety Assurance (Permanent & temporary base on 4M)
7. Company Standardization (Discuss with Management linked to productivity & quality)

Continue...

Step 0 - Training

Training usually is held about one week. The purposes of training basically are:

1. Evaluate TPS theory understanding & skill level of all Jishuken members (before training).
2. All members join training (Stop 6 Introduction, TPS Introduction, JIT (Just In Time), 12 Steps of QAC (Quality Assurance Chain), Standardized Work, 17 Steps of Productivity).
3. Evaluate theory understanding of all Jishuken members (after training) & skill level (before Jishuken).
4. Based on evaluation result, set up target level up for each member (level up target should be step by step, do not jump to the high level).

Training will make sure all members have been ready to implement all the steps.

Standardization as an Enabler

The critical task when implementing standardization is to find that balance between providing employees with rigid procedures to follow and providing the freedom to innovate and be creative to meet challenging targets consistently for cost, quality, and delivery. The key to achieving this balance lies in the way people write standards as well as who contributes to them.

First, the standards have to be specific enough to be useful guides, yet general enough to allow for some flexibility. In repetitive manual work, standards are pretty specific. In engineering, since there are no fixed quantities, the standards need to be more variable. For example, knowing how the curvature of the hood of a car will relate to the air/wind resistance of that body part is more useful than knowing a specific parameter for the curve of the hood.

Second, the people doing the work have to improve the standards. There is simply not enough time in a workweek for industrial engineers to be everywhere writing and rewriting standards. Nobody likes following someone’s detailed rules and procedures when they are imposed on them. Imposed rules that are strictly policed become coercive and a source of friction and resistance between management and workers. However, people happily focused on doing a good job appreciate getting tips and best practices, particularly if they have some flexibility in adding their own ideas. In addition, it is very empowering to find that everyone is going to use your improvement as a new standard. Using standardization at Toyota is the foundation for continuous improvement, innovation, and employee growth.