“‘…Toyota Motor’s group leaders were complaining about the systems IT was delivering. They wouldn’t let them focus on being out on the production line. So IT’s focus became providing tools to allow group leaders to be more efficient…”
The article’s author is challenged about getting to the point but, when he eventually does, it is worth reading. What I found most original is IT focusing on the needs of group leaders, Toyota’s name for first-line managers, who oversee four to six teams of four to six operatiors each. It is a constituency is definitely underserved by IT in most manufacturing organizations and whose potential is underestimated.
Most companies expect little from first-line managers beyond expediting parts, tracking time and attendance, and disciplining workers to make their numbers. In fact, being both part of management and in direct contact with production operators on the shop floor puts them in a unique position as agents of change.
This is why TPS puts them in charge of smaller groups, with the expectation that they will spend time leading improvement projects and supporting the professional growth of their teams. Most IT groups pay more attention to the executive suite than to the shop floor, where, in particular, you are not just interacting with people through screens but also with machines through their controllers. This requires a different set of IT skills, and the article says that Toyota partnered with Rockwell Automation for this purpose.
See on mhlnews.com