The Jishuken Method (Autonomous Study Groups)
Learn TPS by doing, not by studying, through guided hands-on workshops
Jishuken (Jishukenkyu-kai) is Toyota's method for developing TPS capability through autonomous study groups. Rather than teaching TPS through classroom lectures, Jishuken puts managers and engineers directly on the shop floor to observe, analyze, and improve actual processes under the guidance of experienced TPS instructors (Sensei).
The method operates at multiple levels: internal Jishuken within Toyota's own factories, supplier Jishuken with partner companies, and the broader Toyota Production System Jishukenkyu-kai. At each level, participants learn by tackling real problems in real production environments, with a Sensei guiding their thinking rather than providing answers.
The OMCD (Operations Management Consulting Division) plays a crucial role in developing and deploying TPS General Managers who carry out Jishuken activities. These General Managers are leaders who both instruct and practice TPS, ensuring that knowledge is transmitted through doing rather than through documents or presentations.
- TPS is learned through doing, not through study; the gemba is the classroom
- The role of the Sensei is to guide thinking, not to provide answers
- TPS capability must be built internally through developing your own instructors
- Real improvement comes from tackling real problems, not from simulations or exercises
- The quality of the instructor determines the quality of the learning; choose Sensei carefully
- Select a Real Problem and TeamIdentify an actual production problem or improvement opportunity in the gemba. Assemble a cross-functional team of managers and engineers who will learn by working on this real problem. Do not use simulated scenarios.Pro tipChoose a problem that is significant enough to generate real learning but bounded enough to show progress within the Jishuken period.
- Engage a Qualified SenseiFind an experienced TPS practitioner who can guide the team's learning. The Sensei should have broad experience across multiple TPS levels and the ability to guide rather than dictate. Avoid instructors who only teach from their narrow personal experience.WarningBeware of instructors who are aggressive or dogmatic. The book catalogs several dysfunctional instructor types including the 'wild-type' who uses pressure tactics and the surface-knowledge instructor who teaches only what they saw and heard.
- Go to the Gemba and ObserveThe entire team goes to the shop floor to observe the current state of the process. They must see with their own eyes what is actually happening, not what reports say is happening. The Sensei guides observation by asking questions, not by lecturing.Pro tipThe Sensei will often see things the team cannot. Trust their guidance on where to look, but develop your own ability to see waste through practice.
- Analyze, Plan, and Implement ImprovementsBased on gemba observation, the team identifies root causes and develops countermeasures. They implement changes during the Jishuken period, often physically rearranging equipment, creating new standardized work, or redesigning material flow. The Sensei coaches the team through this process.
- Standardize and Develop Internal InstructorsDocument the improvements as new standardized work. Critically, identify team members who showed aptitude for TPS thinking and begin developing them as internal instructors. The goal is to build self-sufficient improvement capability, not permanent dependence on external Sensei.Pro tipThe ultimate measure of a successful Jishuken is not the improvement result but the growth of the people who participated.
Toyota's OMCD organized Jishuken activities not only within Toyota's own factories but also with supplier companies. TPS General Managers would go to supplier factories, observe their processes, and guide improvement activities. This raised the TPS capability of the entire supply chain, not just Toyota's internal operations.
The Jishuken method emerged from Toyota's recognition that TPS cannot be learned from books or classrooms alone. The OMCD was established to serve as the organizational engine for TPS deployment, functioning as a unique division that develops human resources through on-the-job training in TPS principles.
The author describes his own journey through Jishuken activities, learning from his Sensei through direct observation and guided practice on the factory floor. He notes that the quality of the instructor is critical: some instructors have narrow experience and can only teach what they personally encountered, while the best instructors can guide companies from any TPS level to higher states through creative problem-solving.