Blog posts on Toyota

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• Deming Companies

  I see Toyota as the best example of a Deming company. Dr. Deming did not propose a cookbook to follow. Instead he proposed a theory that requires learning and application within the specific institution. Toyota has created a management system that is based on Dr. Deming’s ideas and then they have evolved that over 60 years into something that is consistent with Deming’s management philosophy and has new ideas Deming did not mention. As odd as it may sound that very act of developing new concepts that were not mentioned by Dr. Deming is exactly what makes them the company that most exemplifies Deming’s management system.

  Other companies that have also done a great job applying his ideas. Peaker Services has done great things...

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• Toyota’s Commitment

  The Toyota Way is a management philosophy involving 14 principles that is the essence of the DNA of our organization and really all those who make up the company. In its basic form, the Toyota Way boils down to two fundamental practices: Respect for People and Continuous Improvement.

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• Ex-Toyota Manager Consulting with Porsche in 1994

  While respect for people is an important part of the Toyota Production System, the practice of former Toyota managers were often the "tough love" variety. Today, many people are often too timid, in my opinion, to call out things that need to be improved for fear of making someone uncomfortable. Where that balance properly lies though is based on the culture of the organization (and what needs to be done - occasionally there is a need to "shake people up" in order to make change take place more effectively).

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• How Toyota Turns Workers Into Problem Solvers

  ...The main difficulty is not a knowledge gap, but a performance gap. Most of what Toyota does has been published in numerous booksThe Toyota Way, The Machine That Changed the World and articles (see Curious Cat links to books and articles on Toyota’s management ideas). Reading that information is wise, but that is the easy part. The difficult part is actually managing more effectively...

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• Innovation at Toyota

  While targets and goals can distract from improvement some guidance is useful. If the desire to is have incremental improvement one strategy may be reasonable but if the desire is to aim for huge improvement another strategy is likely required...

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• Toyota Special Report: Thinking Production System

  This short article is peppered with many great quotes as section headers:

  • In TPS, the T also stands for Thinking
  • To cut lead-time, cut out all the bits that don't add value.
  • The line must stop if there is a problem.
  • Ask yourself Why? five times.
  • Develop people who can come up with unique ideas.

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• Toyota Execution Not Close to Being Copied

  A company truly driven by a focus on continual improvement, respect for all employees and reasonable executive compensation might be a company serious about adopting Deming and Toyota management principles. It is hard for me to imagine such a situation that doesn’t truly seek, as the primary aim of the organization, to benefit many stakeholders (workers, owners, suppliers, customers…) not just executives (or just executives, board and owners…).

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• Toyota Understands Robots are Best Used to Enhance the Value Employees Provide

  Toyota has always seen robotics as a way to enhance what staff can do. Many USA executives think of robotics as a way to reduce personnel. Toyota wants to use the brainpower of employees to continually improve the organization. Toyota wants to free people for monotonous or dangerous work to let them use their minds.

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• Fear Remains a Toyota Motivator

  First, don’t let the title fool you, this is not an indication Toyota is going against Deming’s obligation of management to “Drive out fear and build trust so that everyone can work effectively”.

  ...

  Rather than being drawn to improve it is most often stated as being scared that if we don’t we will have to pay for failing to improve. Thus the reference to fear.

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• Drucker’s Ideas at Toyota

  Encourage employees to voice their opinions even if they are contrary. The people in top management must be open to hearing critical comments from employees and listening to opposing views if they want to engender new ideas and new ways of doing things.

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• Toyota Winglet – Personal Transportation Assistance

  The Winglet consists of a body that houses an electric motor, two wheels and internal sensors that constantly monitor the user’s position and make adjustments in power to ensure stability. Meanwhile, a unique parallel link mechanism allows the rider to go forward, backward and turn simply by shifting body weight...

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• How to Develop Thinking People

  “Developing people requires physical endurance.” Frequent follow up is necessary, in person. It is not acceptable to give an assignment and follow up or scold only after three months, during a progress report meeting. Specific actions and detailed follow up are necessary.

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