Lean Frontiers: Are they differences in getting middle management on board from getting executive management support?
Are there differences in getting middle management from executive management on board for 1) developing the lean enterprise and 2) direct engagement on their part? What are the differences, if any?
Posted on 9 mai 2015
Archives by Tag 'Toyotas'
Art Smalley

Art Smalley: Toyota’s Functional Organization

By Art Smalley, - Last updated: mercredi, juin 27, 2012
I don’t have a very snappy answer with five insightful key points for the question posited this month. The question posed is a fairly common one and yet I fear that is potentially problematic in one regard. The question of “how do I…” (fill in the blank with most any topic) is actually referring to an action item that has been decided upon as a solution to a problem. For individuals with extensive background inside of Toyota we have a hard time engaging in this manner. Up front we like to know more about the background and current situation and ...

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Art Smalley

Art Smalley: Toyota’s True North Concept

By Art Smalley, - Last updated: mardi, novembre 1, 2011
There are several points raised in this month's question about the concept of True North in Lean Thinking. First what is its role, second how can we define the concept, third in what way does it contribute to lean results, and fourth can lean be done without True North? I'll give my perspective on these topics one by one in the paragraphs below. True North is one of the common buzzwords of the past decade used to help explain parts of the Toyota Production System or Toyota Way. For starters I am not a big fan of buzz words like True ...

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Mark Graban

Mark Graban: The lean approach to capital expenditure, inspired by Toyota’s philosophy and practices, is also thankfully being applied in healthcare

By Mark Graban, - Last updated: vendredi, mars 11, 2011
The traditional approach to increasing capacity (beds and equipment) in healthcare is "more, more, more." More space, more money, more people. This is one reason for our rapidly increasing healthcare costs. Hospitals don't always do a good job of maximizing the use of existing resources - they often just build more space instead of improving flow, reducing variation, and reducing hospital length of stay. I remember meeting a Chief Medical Officer at a hospital in Puerto Rico. They had long patient delays in the emergency department and the CMO, through her political power, forced through the construction of 9 more E.D. ...

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Jeff Liker

Dan Jones: Toyota’s Challenge for the Lean Movement

By Jeff Liker, - Last updated: lundi, mars 7, 2011
The main lesson from the Toyota affair is that the lean movement will now have to live on it's wits and not on the coat tails of Toyota. It will grow and prosper if it deconstructs the many lessons learnt from Toyota and turns them into actionable practices, frames of reference, learning pathways etc to enable other organisations to build their own functional equivalents and achieve demonstrably superior performance. Simply copying Toyota's practices misses the point and does not work without understanding and internalising the thinking behind them and adapting them to the circumstances facing organisations in different industries and ...

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Jeff Liker

Jeff Liker: Toyota’s response demonstrated the Toyota Way at its best

By Jeff Liker, - Last updated: dimanche, février 13, 2011
The events that led up to the Toyota recall crisis and all the false accusations about Toyota's ethics, concern for safety, and specific defects that cause sudden unintended acceleration were nothing short of bizarre.  As we look back at this ten years from now it will be interpreted as an Audi-like witch hunt that seems to happen mostly in the United States.  It had many of the same elements:  no underlying defect causing runaway cars, news investigations that stage sensational-looking acceleration events, ambulance-chasing attorneys licking their chops, and a foreign auto maker that was free game for the government and ...

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The Lean Edge

The Lean Edge: Are Toyota’s troubles really over? What lessons should we learn from this?

By The Lean Edge, - Last updated: dimanche, février 13, 2011
The US Department of Transportation has cleared Toyota of any safety issues beyond those identified and dealt with before the safety crisis. Yet Toyota has recognized internal difficulties in both growing too fast and not listening to customers enough. What should we learn from the whole episode?

Ed Schein: Toyota’s Safety Culture

By , - Last updated: lundi, mars 15, 2010
I would be most interested to get reactions to the question:  "What   happened to Toyota?  Did they abandon safety or was safety never part of their culture?"
Steven Spear

Steve Spear: Lessons from Toyota’s stumble

By Steven Spear, - Last updated: lundi, février 8, 2010
Long the quality and efficiency standard-setter, Toyota now has an ostrich-sized egg on its face — a problem with sticking accelerator pedals that led to global product recalls and a suspension of production and sales. There are important lessons to be learned from Toyota's stumble: Competitive success is fluid. It depends on continuously discovering better ways to do work. The capabilities to do this are powerful but fragile and need constant reinforcement. Relentless attention to their development can lead to great success; conversely, a loss in attention can have grave consequences. Please see the rest of the piece, "Learning from Toyota's Stumble http://blogs.hbr.org/cs/2010/01/learning_from_toyotas_stumble.html I ...

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Michael Balle

Michael Ballé: A heroic “line stop” or has Toyota lost its way? Toyota’s unique contribution to management is collaborative problem solving, so Toyota is at its most interesting when it has problems!

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: dimanche, janvier 31, 2010
There are two extreme ways of reading current Toyota events. From the lean perspective, Toyota is reacting to an exceedingly rare problem by stopping its sales, production and organizing its largest recall ever – regardless of the impact on its cherished quality reputation. Or in reading the press, the story is that the US government has finally forced Toyota to deal with a problem the company has been trying to fudge consistently and the accelerator issue is a red herring to divert attention and blame to a Canadian supplier from the real issue of sudden acceleration that Toyota has been ...

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Art Smalley

Art Smalley: Toyota’s Cost Reduction Focus

By Art Smalley, - Last updated: mercredi, janvier 6, 2010
Prof. Austin's most recent question strikes a chord with me as I think it unfortunately highlights an important aspect of lean or TPS that is not accurately depicted in the world today. Like most people when I started working for Toyota in Japan I sat through the standard half day introduction to TPS put on at that time by the education department. The second or third overhead transparency shown to us was the following simple equation for discussion purposes: Profits = (Sales Price - Cost) x Volume There are three ways to manipulate profit in this equation. 1) Increase prices, 2) Sell ...

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