Is the team not improving as much? Is the team lacking the motivation to challenge themselves to improve? Are the improvements you implement moving you in many different directions with no focus? Are you collecting a long list of problems but you never get around resolving them?
Last Updated Dec 17, 2: Yet few organizations garner the hoped-for successes Toyota consistently achieves: Companies take the wrong approach to training leaders in TPS: They rely on cursory introductions to the system, such as plant walk-throughs and classroom orientation sessions.
But to truly understand TPS, managers must live it--absorbing it the long, hard way through total immersion training. The keys to total immersion training? Leadership trainees directly observe people and machines in action--watching for and addressing problems as they emerge.
Through frequent, simple experiments--relocating a switch, adjusting computer coding--they test their hypotheses about which changes will create which consequences. And they receive coaching--not answers--from their supervisors. Total immersion training takes time.
No one can assimilate it in just a few weeks or months. But the results are well worth the wait: Direct Observation Trainees watch employees work and machines operate, looking for visible problems.
He spotted several problems. For example, as one worker loaded gears in a jig that he then put into a machine, he often inadvertently tripped the trigger switch before the jig was fully aligned, causing the apparatus to fault.
They explain gaps between predicted and actual results. During the first six weeks of his training, Dallis and his group of assembly workers proposed 75 changes--such as repositioning machine handles to reduce wrist strain--and implemented them over a weekend.
Dallis and his orientation manager, Mike Takahashi, then spent the next week studying the assembly line to see whether the changes had the desired effects. They discovered that worker productivity and ergonomic safety had significantly improved.
Frequent Experimentation Trainees are expected to make many quick, simple experiments instead of a few lengthy, complex ones. They also work toward addressing increasingly complex problems through experimentation. This lets them make mistakes initially without severe consequences--which increases their subsequent willingness to take risks to solve bigger problems.
They teach trainees to observe and experiment. They also ask questions about proposed solutions and provide needed resources. Takahashi showed Dallis how to observe workers to spot instances of stress and wasted effort.
But he never suggested actual process improvements. He also gave Dallis resources he needed to act quickly--such as the help of a worker who moved equipment and relocated wires so Dallis could test as many ideas as possible.Dec 17, · The Idea in Brief Many companies try to emulate Toyota's vaunted production system (TPS), which uses simple real-time experiments to continually improve operations.
Yet few organizations garner. Learning to Lead at Toyota harvard business review • may page 2 Steven J. Spear ([email protected]) is an assistant professor at Harvard Business. Learning Objectives Lean Production is an integrated set of activities designed to achieve high-volume production using minimal inventories A philosophy (big JIT) and a production scheduling system (little JIT) first adopted by the Toyota Production System.
|Toyota Dealer Digital Solutions||The purpose of this article is to explain what makes Toyota one of the most successful companies in the world. No Substitute for Direct Observation All too often, managers attempt to solve problems using only indirect investigating methods.|
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