My company is attempting to define and create a “Company Production System,” patterned after TPS. Some of our executives visited TMMK (Toyota Georgetown) and understood the idea that TPS and lean is not just a bunch of tools (like 5S and kanban). It really requires a particular culture and management approach. Good start.
I initiated and am leading a weekly book discussion, with our lower level manufacturing and functional managers, on The Toyota Way, figuring that’s a good start for helping people understand what our company might eventually define as “CPS”. CPS hasn’t really been defined very well yet, so we’re moving ahead without waiting on corporate.
We hit a potential roadblock right away with Principle 1: “Base your management decision on a long-term philosophy, even at the expense of short-term financial goals”
Our plant manager was very adamant in explaining, “I don’t think we’re going to include that one in CPS. As we define what CPS means, we’re just not going to get away from the short-term quarterly focus.” Oh, and by the way, the company isn’t going to want to “play nice” with suppliers (we haven’t even gotten to that chapter yet!)
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