(Still) learning from Toyota | Deryl Sturdevant

See on Scoop.itlean manufacturing
“A retired Toyota executive describes how to overcome common management challenges associated with applying lean, and reflects on the ways that Toyota continues to push the boundaries of lean thinking.”


Michel Baudin‘s comments:

You just can’t pass up an article with the perspectives on Lean of a recently retired Toyota executive, even if it is in the McKinsey Quarterly. Most interesting are his stories about plants outside of Toyota that he visited recently, where he criticizes his hosts for complacency.

Because of the author’s background, when he says “Lean,” he means TPS or the Toyota Way. He also uses Toyota’s own “respect for people.” mistranslation of its “respect for humanity” (人間性尊重) principle.  Again, it’s not about saying “please” and “thank you” but about taking full advantage of the unique capabilities people have when compared to other resources.

See on www.mckinsey.com