3 GEN Principles

Developed in the 1970s, the Toyota Manufacturing System centers around three fundamental principles which form the basis for all of Toyota’s production and operational processes. These are known as the 3 GEN Principles. Many leading manufacturing and production firms have since adopted these principles. Also known as the 3 GEN Philosophy or 3 GEN Elements, the 3 GEN Principles can be incorporated in the day to day activities of any organisation to build effectiveness and drive continuous improvement culture.

The 3 GEN Principles of the Toyota Manufacturing System (TPS) are as below;

GENCHI : It means visit the actual place where the work happens such as the shop floor, the production floor or the process floor to see things first hand
GENBUTSU : It means ‘Real Product’. This refers to working on the actual product itself to know, touch, see, analyse, experiment and test the actual, real product which you wish to improve or optimize.
GENJITSU : It means ‘reality’ or facts. This refers to analysing the actual facts and data related to the problem, product or process.

1^st 3 GEN Principle : GENCHI

The focus of this element is on “going to the source” and emphasising the importance of seeing things first-hand. It is mainly concerned with pursuing real time knowledge. Such knowledge allows employees to better understand their own worksites and the production processes taking place there. As part of Genchi, it is important for employees to be actively present, observe processes closely and pay attention to key details. The goal is to obtain a comprehensive understanding of production activities.

2^nd 3 GEN Principle : GENBUTSU

Genbutsu also means “actual implementation”. This element centers around tangible activities designed to improve production processes and reduce waste. Through the implementation of Genbutsu strategies, employees are able to increase efficiency, reduce waste and generally improve the performance of the production process. Some of these strategies are eliminating unnecessary steps and activities, introducing specialized equipment and streamlining production flows.

3^rd 3 GEN Principle : GENJITSU

This element is focused on quantitative performance metrics, aiming to identify bottlenecks and measure the effectiveness of potential solutions. Genjitsu requires that organizations measure and monitor production processes to obtain quantifiable. A team of experts can then analyse this data with the goal of identifying areas of improvement. Once identified, they can implement appropriate and relevant strategies that will increase overall effectiveness.

The 3 GEN principles are the philosophy on which the 8-step problem solving methodology is based. The former is the philosophy while the latter is the tools to implement this philosophy. We should not confuse one with the other. These 3 GEN principles are key to successful implementation of any Kaizen event in an organisation.

The 3 GEN principles of the TMS, Genchi, Genbutsu, and Genjitsu are critical components of Toyota’s production process. All of these elements work together to emphasize the importance of “going to the source”, “actual implementation” and “facts” respectively. By adhering to these principles, organizations can maintain a high degree of quality and efficiency in production processes and operations.

By the way, do check out the Certified Lean Six Sigma Black Belt Handbook – it is one of the most essential guide for anyone trying to get certified as LSS Black belt or in general wants to understand LSS and improve processes. – check it out here.

Master Lean and Six Sigma Acronyms in No Time!

The Ultimate Guide to LSS Lingo – Yours for Free

Subscribe and Get Your Hands on the Most Comprehensive List of 220+ LSS Acronyms Available. No more searching for definitions, no more confusion. Just pure expertise at your fingertips. Get your free guide and other ebooks and templates today. Download Now!

Sachin Naik

Passionate about improving processes and systems | Lean Six Sigma practitioner, trainer and coach for 14+ years consulting giant corporations and fortune 500 companies on Operational Excellence | Start-up enthusiast | Change Management and Design Thinking student | Love to ride and drive