Comments on: Toyota article from 1997 – the "Soul" of TPS that’s hard to copy http://www.leanblog.org/2009/10/toyota-article-from-1997-soul-of-tps/ Mark Graban's leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System Thu, 09 Feb 2012 22:59:58 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Eichi Kobayashi http://www.leanblog.org/2009/10/toyota-article-from-1997-soul-of-tps/#comment-13305 Eichi Kobayashi Sun, 10 Oct 2010 20:57:24 +0000 http://leanblog.bigbigdesign.net/2009/10/toyota-article-from-1997-the-soul-of-tps-thats-hard-to-copy/#comment-13305 This is new book that provides a more up-to-date analysis of TPS and explains toyota current situation. The book title is The truth about Toyota and TPS. It can be found at the following address: http://www.amazon.com/truth-about-Toyota-TPS/dp/2917260025/ref=sr_1_1?ie=UTF8&s=books&qid=1286743512&sr=8-1 This is new book that provides a more up-to-date analysis of TPS and explains toyota current situation. The book title is The truth about Toyota and TPS. It can be found at the following address:

http://www.amazon.com/truth-about-Toyota-TPS/dp/2917260025/ref=sr_1_1?ie=UTF8&s=books&qid=1286743512&sr=8-1

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]]> By: Mark Welch http://www.leanblog.org/2009/10/toyota-article-from-1997-soul-of-tps/#comment-5702 Mark Welch Mon, 02 Nov 2009 18:26:14 +0000 http://leanblog.bigbigdesign.net/2009/10/toyota-article-from-1997-the-soul-of-tps-thats-hard-to-copy/#comment-5702 Something that I think was implied by the article, but not stated directly, was that Toyota, knowing its competitors don't have the discipline or the "soul" of lean, feels there is no way their competitors can catch up to them, at least not within the Lean paradigm. <br /><br />In sports, this would be akin to a taunt. I wonder if any of our top automotive mfg. execs have ever used this as motivation... <br /><br />Although I work in healthcare with Lean, I have used this to motivate some teams that get lethargic, say Lean doesn't work, etc. I actually enjoy telling them that they are doing EXACTLY as the Toyota people predicted. They (Toyota) say, "You don't have the discipline, the willpower, the guts to see this through." So I'll ask them, "Do you?"<br /><br />This isn't just a ploy. I want them to succeed, and if I can get them to feel that sense of indignation to motivate and challenge them, then we've succeeded to get them on the road to improvement, hopefully. Something that I think was implied by the article, but not stated directly, was that Toyota, knowing its competitors don't have the discipline or the "soul" of lean, feels there is no way their competitors can catch up to them, at least not within the Lean paradigm.

In sports, this would be akin to a taunt. I wonder if any of our top automotive mfg. execs have ever used this as motivation…

Although I work in healthcare with Lean, I have used this to motivate some teams that get lethargic, say Lean doesn't work, etc. I actually enjoy telling them that they are doing EXACTLY as the Toyota people predicted. They (Toyota) say, "You don't have the discipline, the willpower, the guts to see this through." So I'll ask them, "Do you?"

This isn't just a ploy. I want them to succeed, and if I can get them to feel that sense of indignation to motivate and challenge them, then we've succeeded to get them on the road to improvement, hopefully.

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]]> By: Marc Rouppe van der Voort http://www.leanblog.org/2009/10/toyota-article-from-1997-soul-of-tps/#comment-5700 Marc Rouppe van der Voort Sat, 31 Oct 2009 09:51:01 +0000 http://leanblog.bigbigdesign.net/2009/10/toyota-article-from-1997-the-soul-of-tps-thats-hard-to-copy/#comment-5700 Great blog, I couldn't agree more.<br /><br />Why is there not more attention in books, articles and summits covering how organizations develop by being inspired by the principles (instead of success stories on applied methods)?<br /><br />Is it the quick-fix trap we keep falling into?<br /><br />Marc Great blog, I couldn't agree more.

Why is there not more attention in books, articles and summits covering how organizations develop by being inspired by the principles (instead of success stories on applied methods)?

Is it the quick-fix trap we keep falling into?

Marc

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]]> By: Craig Henderson http://www.leanblog.org/2009/10/toyota-article-from-1997-soul-of-tps/#comment-5699 Craig Henderson Fri, 30 Oct 2009 19:53:54 +0000 http://leanblog.bigbigdesign.net/2009/10/toyota-article-from-1997-the-soul-of-tps-thats-hard-to-copy/#comment-5699 I like what Chris said. Pressure, stress and fear definitely block enthusiasm. Those are primary problems when they are present and they must be addressed. <br />The concept of standard work as "practice", with each "practice" offering the chance for honing skills and for learning to improve, is excellent. That seems like a healthy attitude that would prevent a person from seeing "blocking and tackling" as boring. Beyond eliminating fear, how do instill that attiude? I like what Chris said. Pressure, stress and fear definitely block enthusiasm. Those are primary problems when they are present and they must be addressed.
The concept of standard work as "practice", with each "practice" offering the chance for honing skills and for learning to improve, is excellent. That seems like a healthy attitude that would prevent a person from seeing "blocking and tackling" as boring. Beyond eliminating fear, how do instill that attiude?

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]]> By: Chris Anderson http://www.leanblog.org/2009/10/toyota-article-from-1997-soul-of-tps/#comment-5698 Chris Anderson Fri, 30 Oct 2009 19:03:02 +0000 http://leanblog.bigbigdesign.net/2009/10/toyota-article-from-1997-the-soul-of-tps-thats-hard-to-copy/#comment-5698 The idea of standard work being boring is akin to why should professional football players practice. After all, they already know how to play football... Yet, they spend all week practicing for the game on Sunday.<br /><br />It is when we learn to look at work as practice - always able to stop, learn, and improve - instead of looking at it as if we are under pressure - always playing the Sunday game - then you will be able to generate the enthusiasm for process improvement. Eliminate the fear and improvement can happen. The idea of standard work being boring is akin to why should professional football players practice. After all, they already know how to play football… Yet, they spend all week practicing for the game on Sunday.

It is when we learn to look at work as practice – always able to stop, learn, and improve – instead of looking at it as if we are under pressure – always playing the Sunday game – then you will be able to generate the enthusiasm for process improvement. Eliminate the fear and improvement can happen.

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]]> By: Craig Henderson http://www.leanblog.org/2009/10/toyota-article-from-1997-soul-of-tps/#comment-5697 Craig Henderson Fri, 30 Oct 2009 17:03:49 +0000 http://leanblog.bigbigdesign.net/2009/10/toyota-article-from-1997-the-soul-of-tps-thats-hard-to-copy/#comment-5697 The question you raise is critically important. “Boring” is a very relative and personal term, yet it is at the heart of the issue. The questions I would ask are: Is “blocking and tackling” boring to everyone? Is it always boring or can you find instances where people have become enthusiastic about improving and maintaining “blocking and tackling”? If you interview those people and asked them what motivated them what would they tell you? How did it get started? And what motivated them to keep it up and improve it over time? Behind the answers I find very passionate people who have repeatedly created enthusiasm around improvement. They talk about the lessons they have learned and the process, methods and tactics they use. And it is never just one person, it is always a team, with members quick to point out the important role other team members played in making it happen. The question you raise is critically important. “Boring” is a very relative and personal term, yet it is at the heart of the issue. The questions I would ask are: Is “blocking and tackling” boring to everyone? Is it always boring or can you find instances where people have become enthusiastic about improving and maintaining “blocking and tackling”? If you interview those people and asked them what motivated them what would they tell you? How did it get started? And what motivated them to keep it up and improve it over time? Behind the answers I find very passionate people who have repeatedly created enthusiasm around improvement. They talk about the lessons they have learned and the process, methods and tactics they use. And it is never just one person, it is always a team, with members quick to point out the important role other team members played in making it happen.

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