His death has received fairly prominent coverage in the business press, including:
The NY Times article highlights his role in both the creation of the famed NUMMI joint venture with GM and what's now called “lean manufacturing” (a term that is now just about 25 years old and I'll be writing about that soon).
Describing his early days in the relatively new Toyota auto business:
Assigned to a division devoted to resolving quality problems, Mr. Toyoda is said to have developed an uncanny ability to spot waste.
“Problems are rolling all around in front of your eyes,” Mr. Toyoda said of those days in “Inside the Mind of Toyota.” “Whether you pick them up and treat them as problems is a matter of habit. If you have the habit, then you can do whatever you have a mind to.”
Eiji helped shape the “kaizen culture” that we respect and emulate today:
Even as he aggressively expanded production at Toyota, Mr. Toyoda applied a manufacturing culture based on concepts like “kaizen,” a commitment to continuous improvements suggested by the workers themselves, and just-in-time production, a tireless effort to eliminate waste. Those ideas became a core part of what came to be called the Toyota Production System and a corporate ethos known as the Toyota Way
“One of the features of the Japanese workers is that they use their brains as well as their hands,” he said in an interview with the author Masaaki Imai for the 1986 book “Kaizen.” “Our workers provide 1.5 million suggestions a year, and 95 percent of them are put to practical use. There is an almost tangible concern for improvement in the air at Toyota.”
The automotive industry and the Lean community has lost a great leader. We all owe a lot to his work, leadership, and risk taking. As the New York Times noted, his work has led to improvements in areas as diverse as a New York food bank.
The UK's Telegraph newspaper mentions TPS and the role of Dr. W. Edwards Deming and Taiichi Ohno:
With a veteran Toyoda loom engineer, Taiichi Ohno, Eiji set out to perfect the “Toyota Way”. This was a combination of just-in-time stock control through a short supply chain and the kaizen practice (in fact the idea of an American statistician called Deming, but adopted and developed in Japan) of involving the whole workforce in “continuous improvement”.
As Karen said, in part:
In an era where countless organizations attempt Lean for all the wrong reasons and ill-informed improvement professionals spread wildly incorrect information about Lean, may we use this time of reflection to take a collective deep breath and recommit to practicing Lean as it was always intended: Achieving superior business performance through peopleâ€”in a very specific way.
Did you like this post? Make sure you don't miss a post or podcast — Subscribe to get notified about posts via email daily or weekly.
Check out my latest book, The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation: