For years, I’ve been asking a very specific question about Lean history: Where was Toyota’s first andon cord? Jeff Liker didn’t know. Neither did Isao Yoshino. I’ve asked other former Toyota people. Toyota histories and books about the development of…
Jeff Liker explains how Toyota leaders at every level are expected to respond when something goes wrong — and why most other companies default to blame instead. We also dig into the real story behind Ford’s failed andon cord rollout…
Today I have two guests joining me for Episode #314 of the podcast. They are Skip Steward, the Chief Improvement Officer at Baptist Memorial Health Care in Tennessee and Brandon Brown, the owner and "Master Kata Coach" of his firm, Continuous Coaching Commitment, LLC.
In this episode, we discuss their use of methods such as "Training Within Industry" and "Toyota Kata" in the important work of healthcare improvement. Skip and Brandon both have backgrounds in manufacturing, but they have been able to translate Lean skills and mindsets into healthcare. We'll also talk about their dynamic as consultant / client and how the roles of "coach" and "learner" are often very situational and how we can be both at different times.
TL;DR: Toyota isn’t abandoning the Andon system–it’s evolving it. Switching from cords to buttons improves safety and usability, while keeping the core Lean principle intact: speak up, respond fast, and fix problems where they occur. Over the past decade, Toyota…
TL;DR: “Toyota’s ‘stop the line’ concept is being adapted for healthcare — empowering any staff member to pause a procedure when something seems wrong, before it becomes a harm event. A surgical tech suspects the wrong patient has been brought…
tl;dr: The andon cord isn’t a tool–it’s a trust signal. Toyota’s thousands of line stops reflect psychological safety and leadership support. Ford’s rare pulls reflected fear and mistrust. Lean succeeds or fails on culture, not mechanics. In 2007, a BBC…
Most Lean programs treat standardized work and kaizen as opposites. Standardized work is the rigid part. Kaizen is the creative part. One constrains, the other improves. Pick whichever side you prefer and argue with the other camp at the next…
The 1992 Toyota booklet says surprisingly little about leadership. There’s a Kiichiro Toyoda quote about engineers getting their hands dirty. There’s a brief sentence about executives visiting the workplace and acting on what they see. That’s about it. For a…
LinkedIn has a genre of infographic that’s very popular right now… that’s mostly right. You’ve perhaps seen them. A clean illustration of a Toyota assembly line, a worker reaching up for a cord, and a caption along the lines of:…
Picking up the thread from the previous post on Toyota’s April 1992 publication “The Toyota Production System.” This one’s about the line-stop rope or andon cord. The booklet describes the mechanism with care. From the jidoka section: “The ‘fixed-position stop…
Somewhere along the way in my career, someone handed me a copy of “The Toyota Production System,” published by Toyota Motor Corporation in April 1992. I don’t remember who gave it to me. The document itself is unassuming – a…
In 2007, I wrote about a BBC article that included a number I’ve never quite been able to shake. Workers at Toyota’s Georgetown, Kentucky plant were pulling the andon cord – the mechanism that lets any worker stop the line…