Toyota Lean Management Centre: improve home working

The Toyota Lean Management Centre (TLMC), based at the Deeside engine plant in North Wales, has been using the power of the famous Toyota Production System (TPS) since 2009 to help companies run smoothly. The world-famous ‘Toyota Way’ can also help people make the most of having to work from home, so the experts at TLMC have produced the following tips to help tackle the challenges this presents:

Chained to the desk?

Whether working from a fancy home office, at the kitchen table, or from the sofa, there’s a risk that home workers will spend all day in the same location, so break up the day with some exercise – even a short walk around the block, will help you feel energised and more productive. The Toyota Production System also practises Jidoka, which is to pause to fix a problem, so apply this principle at home if you face a challenge, rather than leaving it until later.

Losing the work/life balance

The traditional commute meant a clear distinction between work and home life. Working from home can blur these lines, so that a half-hour of TV sneaks into the working day, or emails are answered during the evening news, so it’s important to keep work and home separate. The Toyota Production System says standardised processes benefit employees, so dress for work as usual and begin work at your normal start time. Consider setting an alarm to mark the end of the working day, as this will replace the usual cue received when colleagues are leaving the workplace.

The messy desk

If the kitchen table now doubles as a workstation, its new multi-use status is no excuse for mess and clutter which can affect your concentration.  This is where the Toyota principle known as 5S can come in handy to keep you organised and productive. In Japanese, the 5S process is: Seiri, Seition, Seiso, Seiketsu and Shitsuke, which translates into English as: Sort, Set in order, Shine, Standardise and Sustain. Remove the items you don’t need and ensure everything you need is to hand before starting work. After using an item, return it to the same location to make it easy to find next time you need it. – a place for everything and everything in its place

Just one more biscuit

Working from home is likely to mean snacks are more readily available. ‘Challenge’ is part of the Toyota Way and it can be applied to solving this kind of issue – but it also requires huge self-discipline. Challenge yourself to plan what and when you will eat, in the same way that you would pack a lunchbox to take to work. Putting structure into your day should make it easier to avoid the biscuit barrel.

Technology strikes back

With no IT department immediately on hand to solve any technical equipment problems; poor wifi, difficulty downloading important files, or webcams focused on your chin, are just some of the issues home workers have to deal with themselves. The Toyota Way encourages Genchi Genbutsu, which means ”to visit the actual place and see the actual thing.” Practise with the technology, for example, a family quiz night on Zoom with people who will see the funny side of errors, will provide valuable feedback and a safe place to practise. It’s also a good idea to load work apps and platforms onto a smartphone or tablet as a backup.

Too many meetings

The desire to keep in touch has escalated with increased home working, and this can lead to ‘mission creep’ where too many online meetings mean that there isn’t sufficient time to clear the daily ‘to do’ list. The Toyota Way encourages kaizen which is the continual improvement of working practices and processes. Continually review invites and don’t accept meetings you wouldn’t attend in person and for those meetings you do take part in, make an agenda and stick to it.

Now that you’ve read all these helpful tips from the Toyota Lean Management Centre, you will be able to survive the ‘new normal’ and feel confident and productive whilst working from home.

To find out more about the services and courses that the Toyota Lean Management Centre provide, then click here.

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