I’m excited that I have a chance, on Wednesday, to tour the Toyota plant in San Antonio, TX. I’m going with a “Lean Austin” group that has a group tour (I’m flying down from DFW for the day, establishing some ties between our local “Lean DFW” efforts and the Austin group.
As I look ahead to the tour, I’m preparing by looking back and thinking back to my chance to tour the NUMMI plant back in 2005. It may seem like a repeat of material, but many of you weren’t reading my blog back then, so I’m posting some links to my previous posts about NUMMI and adding fresh comments below…
I did a six-part series of posts at the time (click on the headers for the posts).
In this post, I wrote about how the NUMMI tour guide explained away the broken escalator, saying there were working stairs, it would be waste to fix it (they had inherited the escalator from the building’s earlier days as the GM Fremont plant. See the post for the whole story. Was NUMMI being unnecessarily cheap or appropriately frugal?
The post has drawn many comments over time, including some people claiming to be employees or former employees who called them “cheap bastards.” Sheesh.
Here, I wrote about an example I saw where a little bit of aluminum foil saved a lot of cleanup time. Seemed like a great example of kaizen at work.
This is one of my favorite stories that highlights the mindset of having “Respect for People” in a very concrete way. This was a huge light bulb moment for me. You don’t just “ask why” you also “explain why” in a Lean culture. Very powerful stuff, I think.
The NUMMI gift shop wasn’t a physical display with inventory. It was a “pull system” with items delivered to you at the end of the tour.
Our tour guide (a NUMMI employee) owned up to how they had “gotten away from doing “standard work audits” over time. Discipline and consistency are very difficult to sustain, I guess that is a very human trait of ours. They said it was one of the GM people urging the Toyota NUMMI people to re-gain their discipline.
In the final post, I talk about the tour guide using a very powerful expression:
“You get what you inspect, not what you expect.”
After the tour, I will write about what I see in San Antonio.
About LeanBlog.org: Mark Graban is a consultant, author, and speaker in the “lean healthcare” methodology. Mark is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as the new Executive Guide to Healthcare Kaizen. Mark is also the Chief Improvement Officer for the technology company KaiNexus.