In the Lean world, we hear all kinds of Japanese words. Having learnt basic Japanese while working in Japan, I do not find it difficult to relate with these words but many of us do. One such word which isn’t mainstream but is critically important is Yokoten.
Yokoten means “horizontal deployment” and refers to the practice of copying good results of kaizen in one area to other areas. Yokoten applies more broadly to copying product design ideas as well as better practices in general. “Best practice sharing” comes close to the meaning of yokoten.
Yokoten, the term Toyota adopted to capture the idea of horizontal transfer of information and knowledge across an organization. Yokoten encourages sharing of data across the organization.
It is one of the winning behaviors of Toyota, namely copying and improving on kaizen idea that works. Toyota calls this yokoten since it’s more precise than “copy” or “horizontal deployment” or “sideways expansion”.
It’s not a vertical, top-down requirement to “copy exactly”. Nor is it a “best practices” or “benchmarking” approach nor is it as some organizations refer to a “lift and shift” model. Rather, it is a process where people are encouraged to go see for themselves and return to their own area to add their own wisdom and ideas to the knowledge they gained.
Simply put, Yokoten equals copy and improve.
Within the 8 step practical problem solving process known as TBP (Toyota Business Practice) the yokoten activity happens in step 8.
1. Clarify the problem
2. Break down the problem
3. Set a target
4. Analyze the root cause
5. Develop countermeasures
6. See countermeasures through
7. Evaluate both results and process
8. Standardize successes, learn from failures
Yokoten is a essential part of long-term success in a lean culture, but can also have a big impact on short-term results. Yokoten is a success multiplier. Perform a good kaizen and copy the results, and you immediately duplicate the impact.
Basic requirement of Yokoten
There is another Japanese phrase which is often associated with building a yokoten culture. It is kaze toushi ( 風通し ) and literally means “ventilation” or “wind blowing through” but refers to the openness or ease of communication within an organization. When this ventilation or information flow is poor, yokoten does not happen.
The way to do yokoten is just to start sharing better practices and asking to learn from others. As behaviors, norms and incentives are identified that block the information flow and sharing of success and failure, this becomes an opportunity for kaizen at the organizational or system level.