Toyota “At Its Most Interesting When It Has Problems” March 23, 2010
Posted by Jeff Fuchs in automotive, Lean Thinking.Tags: automotive, Lean Thinking
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Michael Ballé has examined the Toyota recall and has drawn two possible conclusions about the automanufacturer’s issues: Either Toyota is halting sales to fix an increasingly rare problem; or, according to the press, Toyota has finally bowed to the will of the United States government to fix a long-running problem. Mr. Ballé gives Toyota the benefit of the doubt, and explains that Toyota must find the problem, examine causes, propose and implement solutions, and then evaluate the results. Toyota does not think in the box, however. One of its lean successes comes in that it doesn’t solve problems for people: it solves it with them in a collaborative process, using their input.
Check out Mr. Ballé’s analysis here.
Toyota “At Its Most Interesting When It Has Problems” March 23, 2010
Posted by Jeff Fuchs in automotive, Lean Thinking.Tags: automotive, Lean Thinking
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Michael Ballé has examined the Toyota recall and has drawn two possible conclusions about the automanufacturer’s issues: Either Toyota is halting sales to fix an increasingly rare problem; or, according to the press, Toyota has finally bowed to the will of the United States government to fix a long-running problem. Mr. Ballé gives Toyota the benefit of the doubt, and explains that Toyota must find the problem, examine causes, propose and implement solutions, and then evaluate the results. Toyota does not think in the box, however. One of its lean successes comes in that it doesn’t solve problems for people: it solves it with them in a collaborative process, using their input.
Check out Mr. Ballé’s analysis here.
Toyota Recall and the Lean Movement March 23, 2010
Posted by Jeff Fuchs in automotive, Lean Thinking.Tags: automotive, Lean Thinking, mistake-proofing
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Toyota should have responded sooner, say some –a decade sooner. But according to Jeff Liker, posting at the Lean Edge blog, Toyota does indeed check parts, and if there are a larger than usual number of complaints or issues, Toyota will indeed investigate. The sticky-brake pedals and all-weather carpets are relatively new problems. Mr. Liker further cautions against “hasty generalizations”, and notes that companies who looked to Toyota as a model lean company should not be deterred. Toyota can use lean to fix itself.
Check out Mr. Liker’s article here.
Lean “Backfire” Caused Toyota’s Woes? March 23, 2010
Posted by Jeff Fuchs in automotive, Lean Thinking.Tags: automotive, Lean Thinking
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Critics of lean management have ammunition for debate in their pockets now as Toyota’s troubles continue to grow. The arguments run the gamut from technological (identical parts for different models) to the Darwinian (cutting down on suppliers rather than “storing fat” for bad situations). The Lean Directions e-newsletter has provided several such arguments, and a counterargument.
Check out the newsletter and the arguments here.
Toyota Pride Overcame “Toyota Way” March 23, 2010
Posted by Jeff Fuchs in automotive, leadership, Lean Thinking.Tags: automotive, leadership, Lean Thinking
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A sense of invincibility comes with success. Eventually, ideas of success far outpace reality. According to Lean Directions e-newsletter, hubris consumed Toyota’s quality. The newsletter, which quotes consultant John Baldoni from the Washington Post, makes clear to point out that Baldoni does not believe that the lean management method failed, but rather, Toyota’s problems were the result of poor management, which in turn failed lean.
Check out the newsletter here.
Lean “Backfire” Caused Toyota’s Woes? March 23, 2010
Posted by Jeff Fuchs in automotive, Lean Thinking.Tags: automotive, Lean Thinking
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Critics of lean management have ammunition for debate in their pockets now as Toyota’s troubles continue to grow. The arguments run the gamut from technological (identical parts for different models) to the Darwinian (cutting down on suppliers rather than “storing fat” for bad situations). The Lean Directions e-newsletter has provided several such arguments, and a counterargument.
Check out the newsletter and the arguments here.
Toyota Pride Overcame “Toyota Way” March 23, 2010
Posted by Jeff Fuchs in automotive, leadership, Lean Thinking.Tags: automotive, leadership, Lean Thinking
add a comment
A sense of invincibility comes with success. Eventually, ideas of success far outpace reality. According to Lean Directions e-newsletter, hubris consumed Toyota’s quality. The newsletter, which quotes consultant John Baldoni from the Washington Post, makes clear to point out that Baldoni does not believe that the lean management method failed, but rather, Toyota’s problems were the result of poor management, which in turn failed lean.
Check out the newsletter here.
Lean "Backfire" Caused Toyota's Woes? March 23, 2010
Posted by Jeff Fuchs in automotive, Lean Thinking.Tags: automotive, Lean Thinking
add a comment
Critics of lean management have ammunition for debate in their pockets now as Toyota’s troubles continue to grow. The arguments run the gamut from technological (identical parts for different models) to the Darwinian (cutting down on suppliers rather than “storing fat” for bad situations). The Lean Directions e-newsletter has provided several such arguments, and a counterargument.
Check out the newsletter and the arguments here.
Toyota Recall and the Lean Movement March 23, 2010
Posted by Jeff Fuchs in automotive, Lean Thinking.Tags: automotive, Lean Thinking, mistake-proofing
add a comment
Toyota should have responded sooner, say some –a decade sooner. But according to Jeff Liker, posting at the Lean Edge blog, Toyota does indeed check parts, and if there are a larger than usual number of complaints or issues, Toyota will indeed investigate. The sticky-brake pedals and all-weather carpets are relatively new problems. Mr. Liker further cautions against “hasty generalizations”, and notes that companies who looked to Toyota as a model lean company should not be deterred. Toyota can use lean to fix itself.
Check out Mr. Liker’s article here.
Lean "Backfire" Caused Toyota's Woes? March 23, 2010
Posted by Jeff Fuchs in automotive, Lean Thinking.Tags: automotive, Lean Thinking
add a comment
Critics of lean management have ammunition for debate in their pockets now as Toyota’s troubles continue to grow. The arguments run the gamut from technological (identical parts for different models) to the Darwinian (cutting down on suppliers rather than “storing fat” for bad situations). The Lean Directions e-newsletter has provided several such arguments, and a counterargument.
Check out the newsletter and the arguments here.
Toyota Pride Overcame "Toyota Way" March 23, 2010
Posted by Jeff Fuchs in automotive, leadership, Lean Thinking.Tags: automotive, leadership, Lean Thinking
add a comment
A sense of invincibility comes with success. Eventually, ideas of success far outpace reality. According to Lean Directions e-newsletter, hubris consumed Toyota’s quality. The newsletter, which quotes consultant John Baldoni from the Washington Post, makes clear to point out that Baldoni does not believe that the lean management method failed, but rather, Toyota’s problems were the result of poor management, which in turn failed lean.
Check out the newsletter here.
Toyota Recall Crisis Said to Lie in Cost Cuts, Growth Ambitions March 23, 2010
Posted by Jeff Fuchs in Lean Thinking, manufacturing.Tags: automotive, Lean Thinking
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As Toyota’s car troubles continue seemingly unabated, scrutiny has been leveled at the Japanese manufacturer’s methods of production. Chief Executive Katsuaki Watanabe had boasted in 2005 of saving billions based on the “Construction of Cost Competitiveness in the 21st Century” plan which aimed to cut production costs by making development cheaper, trimming parts, and slashing production costs on the basis of reduced time. Watanabe’s successor, Akio Toyoda, acknowledged that such methods may be party to blame, based on the idea that they grew too fast.
Read the Bloomberg.com analysis here.
Toyota Recall Crisis Said to Lie in Cost Cuts, Growth Ambitions March 23, 2010
Posted by Jeff Fuchs in Lean Thinking, manufacturing.Tags: automotive, Lean Thinking
add a comment
As Toyota’s car troubles continue seemingly unabated, scrutiny has been leveled at the Japanese manufacturer’s methods of production. Chief Executive Katsuaki Watanabe had boasted in 2005 of saving billions based on the “Construction of Cost Competitiveness in the 21st Century” plan which aimed to cut production costs by making development cheaper, trimming parts, and slashing production costs on the basis of reduced time. Watanabe’s successor, Akio Toyoda, acknowledged that such methods may be party to blame, based on the idea that they grew too fast.
Read the Bloomberg.com analysis here.
The Emerging Importance of Nemawashi by Connor Shea March 23, 2010
Posted by Jeff Fuchs in culture, Lean Thinking.Tags: culture, Lean Thinking
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The Japanese term “nemawashi” translates as “preparing the soil for planting a tree.” In other words, options are considered, decisions are made slowly, with input and consensus, and then implemented. Nemawashi was written about by Jeff Liker in his book, The Toyota Way, and others have written about it, as well. Consensus is important. Connor Shea, at Daily Kaizen, notes that the inability of an organization to make common an understanding of a problem failed to create a consensus against the problem –something sometimes learned much too slowly.
Check out Mr. Shea’s excellent article here.
Productivity Targets Getting in the Way of Productivity Improvement March 23, 2010
Posted by Jeff Fuchs in healthcare, Lean Thinking, quality, workforce.Tags: healthcare, Lean Thinking, quality, workforce
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Mark Graban recently attended a presentation about lean implementation in emergency rooms. But one thing the presenters said sent up a red flag for Mark: that “strict productivity guidelines” get in the way of having time for process improvement. Productivity and guidelines are not the end goal. Too many hospitals underinvest in improvement time and resources. How else, Mr. Graban wonders, will one improve productivity without giving nurses and staff enough time for process improvement?
Check out Mark’s blog post here.
The Emerging Importance of Nemawashi by Connor Shea March 23, 2010
Posted by Jeff Fuchs in culture, Lean Thinking.Tags: culture, Lean Thinking
add a comment
The Japanese term “nemawashi” translates as “preparing the soil for planting a tree.” In other words, options are considered, decisions are made slowly, with input and consensus, and then implemented. Nemawashi was written about by Jeff Liker in his book, The Toyota Way, and others have written about it, as well. Consensus is important. Connor Shea, at Daily Kaizen, notes that the inability of an organization to make common an understanding of a problem failed to create a consensus against the problem –something sometimes learned much too slowly.
Check out Mr. Shea’s excellent article here.
Productivity Targets Getting in the Way of Productivity Improvement March 23, 2010
Posted by Jeff Fuchs in healthcare, Lean Thinking, quality, workforce.Tags: healthcare, Lean Thinking, quality, workforce
add a comment
Mark Graban recently attended a presentation about lean implementation in emergency rooms. But one thing the presenters said sent up a red flag for Mark: that “strict productivity guidelines” get in the way of having time for process improvement. Productivity and guidelines are not the end goal. Too many hospitals underinvest in improvement time and resources. How else, Mr. Graban wonders, will one improve productivity without giving nurses and staff enough time for process improvement?
Check out Mark’s blog post here.
5S With a Twist – Implementation in Preschool March 23, 2010
Posted by Jeff Fuchs in 5S & Visual Management, Lean Thinking, Lean Tools & Techniques.Tags: 5S, Lean Thinking, Lean Tools & Techniques
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When his wife sought help in creating a preschool classroom, Kim Galizio decided to 5S the experience. They began by thinking about the value of toys, games, and other odds and ends that would be present in the classroom. Then they thought about how they would set up the room, how it would be cleaned and how they would help encourage the children to clean it; they went over standardized plans for work, such as what the children would paint and what colors they would paint it with; and feeling like they own the room they are in encourages the children to maintain it.
Check out Mr. Galizio’s charming article here.
Do Not Write Work Instructions! March 23, 2010
Posted by Jeff Fuchs in Lean Tools & Techniques.Tags: Lean Tools & Techniques, standard work
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Work instructions are vastly important. But according to the Training Within Industry blog, trainers are better than written instructions, computers, DVDs, CDs, or any other kind of training device. Why? Because trainers can evaluate the process of instruction, and know whether or not knowledge has actually been passed and understood. Computers cannot do that with a work instruction. When are instructions written? It varies from business to business, and could be before, during, or after the process. When this is done, it makes it easier to troubleshoot and identify problems.
Check out Bryan Lund’s TWI Blog posting here.
Why CEOs Don’t Get Innovation March 23, 2010
Posted by Jeff Fuchs in Creativity & Innovation, leadership.Tags: Creativity & Innovation, leadership
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Stefan Lindegaard over at BusinessWeek notes that while CEOs recognize theoretically the need for innovation, they never really get into it. Half-hearted efforts at implementing innovation (like offering rewards) don’t really get innovation where it needs to be. Mr. Lidegaard contends that this is because CEOs are under the influence of demands for short term gains (quarterly). He also notes that most of today’s executives missed out on innovation training, which came into being in the early-to-mid 1990s after they had gained their MBA.s. Getting things done flawlessly can outweigh the need for innovation, and the value that comes with it.
Check out Mr. Lindegaard’s article here.
Why CEOs Don’t Get Innovation March 23, 2010
Posted by Jeff Fuchs in Creativity & Innovation, leadership.Tags: Creativity & Innovation, leadership
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Stefan Lindegaard over at BusinessWeek notes that while CEOs recognize theoretically the need for innovation, they never really get into it. Half-hearted efforts at implementing innovation (like offering rewards) don’t really get innovation where it needs to be. Mr. Lidegaard contends that this is because CEOs are under the influence of demands for short term gains (quarterly). He also notes that most of today’s executives missed out on innovation training, which came into being in the early-to-mid 1990s after they had gained their MBA.s. Getting things done flawlessly can outweigh the need for innovation, and the value that comes with it.
Check out Mr. Lindegaard’s article here.
Why CEOs Don't Get Innovation March 23, 2010
Posted by Jeff Fuchs in Creativity & Innovation, leadership.Tags: Creativity & Innovation, leadership
add a comment
Stefan Lindegaard over at BusinessWeek notes that while CEOs recognize theoretically the need for innovation, they never really get into it. Half-hearted efforts at implementing innovation (like offering rewards) don’t really get innovation where it needs to be. Mr. Lidegaard contends that this is because CEOs are under the influence of demands for short term gains (quarterly). He also notes that most of today’s executives missed out on innovation training, which came into being in the early-to-mid 1990s after they had gained their MBA.s. Getting things done flawlessly can outweigh the need for innovation, and the value that comes with it.
Check out Mr. Lindegaard’s article here.
5S With a Twist – Implementation in Preschool March 23, 2010
Posted by Jeff Fuchs in 5S & Visual Management, Lean Thinking, Lean Tools & Techniques.Tags: 5S, Lean Thinking, Lean Tools & Techniques
add a comment
When his wife sought help in creating a preschool classroom, Kim Galizio decided to 5S the experience. They began by thinking about the value of toys, games, and other odds and ends that would be present in the classroom. Then they thought about how they would set up the room, how it would be cleaned and how they would help encourage the children to clean it; they went over standardized plans for work, such as what the children would paint and what colors they would paint it with; and feeling like they own the room they are in encourages the children to maintain it.
Check out Mr. Galizio’s charming article here.
Do Not Write Work Instructions! March 23, 2010
Posted by Jeff Fuchs in Lean Tools & Techniques.Tags: Lean Tools & Techniques, standard work
add a comment
Work instructions are vastly important. But according to the Training Within Industry blog, trainers are better than written instructions, computers, DVDs, CDs, or any other kind of training device. Why? Because trainers can evaluate the process of instruction, and know whether or not knowledge has actually been passed and understood. Computers cannot do that with a work instruction. When are instructions written? It varies from business to business, and could be before, during, or after the process. When this is done, it makes it easier to troubleshoot and identify problems.
Check out Bryan Lund’s TWI Blog posting here.
Why CEOs Don't Get Innovation March 23, 2010
Posted by Jeff Fuchs in Creativity & Innovation, leadership.Tags: Creativity & Innovation, leadership
add a comment
Stefan Lindegaard over at BusinessWeek notes that while CEOs recognize theoretically the need for innovation, they never really get into it. Half-hearted efforts at implementing innovation (like offering rewards) don’t really get innovation where it needs to be. Mr. Lidegaard contends that this is because CEOs are under the influence of demands for short term gains (quarterly). He also notes that most of today’s executives missed out on innovation training, which came into being in the early-to-mid 1990s after they had gained their MBA.s. Getting things done flawlessly can outweigh the need for innovation, and the value that comes with it.
Check out Mr. Lindegaard’s article here.
