Here’s a fascinating article: “How Toyota brought its famed manufacturing method to India.”
The piece starts with a story about a classic Toyota management practice — “Genchi Genbutsu, or on-site inspection, which is at the core of the Toyota Production System (TPS). Nakagawa, who has been a TPS practitioner for four decades, doesn’t believe in seeing things on his computer screen – he prefers to go where the action is. “Can a computer smell? Genchi Genbutsu is very important because only on-site will your sensory organs be alert – smell, sound, vision,” he says.
There’s a great diagram that breaks down the two core pillars of The Toyota Way into more specific detail:
“Respect for People,” in particular, can be such a vague expression…
The diagram breaks it down into seven components:
- Respect others
- Make effort to understand each other
- Take responsibility
- Do your best to build mutual trust
- Stimulate personal and professional growth
- Share opportunities for development
- Maximize team and individual performance
I think this is further proof that “respect” in the Toyota framework is a active choice that we all should make – it’s a choice in your daily behaviors and actions. You actively show and demonstrate respect for others, rather than it being just a vague notion in one’s head. Edit: Arguably, as Bob Emiliani states so well in his comment (and in his books), respect for people is really an organizational requirement if you’re going to have a truly Lean culture.
The article also talks about the connections between standardized work and kaizen:
While the process is continuously monitored to improve, the standard work ensures the process is checked and completed so that there is a continuous improvement toward the target. In other words, it is always a moving target with room for improvement.
Besides, there is much stress on PDCA, or Plan, Do, Check and Action, across the company. “A lot of companies are very good at planning but few can act and check on the plan, many can’t even identify what went wrong with the plan and the action rarely takes place. Toyota processes tie down all aspects,” says Kirloskar, adding that weakest link in the chain when it comes to Indian companies is maintenance, which Toyota’s PDCA executes rather deftly, as is evident from even top management visits to the gemba( place of work) to adhere to Genchi Genbutsu.
Be sure to check out all the pages of the article. It also touches on topics including:
- andon cords and the ability for workers to stop the line
- heijunka (level loading)
- A3 management
- just in time parts delivery (8 times per day)
- production being driven by demand
It’s nice to see applications of these ideas consistently around the world.
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