What is the Japanese translation of kaizen?
The premiere source for original online TWI Blog content by Bryan Lund. Find Job Instruction, Job Methods, Job Relations, Program Development, and all of the historic materials at TWI Service Blog.
My son's kindergarten class did a recent exercise where the teacher surveyed each child, one on one and asked them to dictate "How to Cook a Turkey"...below are some excerpts...
"Excellence is an art won by training and habituation. We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit."
An excerpt from the McGraw Hill Professional website on the new book release by Liker and Hoseus, Toyota Culture:
My pre-book review is this: Toyota Talent revealed the 60 year old foundational secret of how people are developed at Toyota using the skill of Job Instruction. If Toyota Culture does the same for the culture and philosophy side, the current Lean world has an important opportunity to step forward, relying less on "tools" to get results and begin to actually start learning about the process.
Toyota has changed the economic and business landscape, and in The Toyota Way, Jeffrey K. Liker explained that this success was the result of consistently applying four key management principles for organizational excellence-Philosophy, People, Problem Solving, and Process. In Toyota Talent, authors Liker and Meier explained how people are trained to perform their jobs at exceptional levels. Now Liker and coauthor Mike Hoseus delve even deeper to explore how Toyota creates and maintains a culture that sustains consistent growth, innovation, profitability, and mutual prosperity between the company and its employees.
The simple truth is that Job Instruction creates a thinking skill for people as they do their work. This helps us build the foundation for Standard Work, the success of which depends solely on the ability of people to do the following things, in this order:
This is something you simply don't "see" on the floor, and must be learned, practiced and mastered over time. See the Standard Work page at TWI Service for more info and download the graphic in this post so you may share with others.
Labels: Job Instruction
Perhaps the article referenced above wasn't intended to highlight the importance of people. Perhaps this company is excellent at developing its people to the best of their ability and we just don't know it by reading this article. Perhaps leadership is difficult to describe in less than 750 words. Most companies however, are not excellent at developing their people and focus on the biggest bang for their buck, while never thinking about why developing their people through critical thinking skills will sustain the gains.
As a new blogger, I'm constantly learning about how to run a blog. One of the things that I have learned very quickly is to keep things as simple as possible. The new look of the blog is meant to be simple, easy to read and navigate with a minimum of inconvenience as possible. Please post any comments and suggestions here for further improvement and enjoy!
Labels: Idea Systems
Guessing avoids the real thinking process and is no different than say flipping a coin. By guessing, we don’t necessarily consider the facts in a situation.
The concept of copying something instead of thinking through a problem reminded me of a common occurrence today: “how many companies are literally copying the Toyota Production System?”
When we change without thinking through the process, we are confusing activity with progress. This is turn breeds discontent among the ranks, people become fatigued with the constant change and vague explanations as they try to adapt; change is difficult to sustain in this way.
In Job Methods, the first question we ask when analyzing the job is “why”. I found it interesting that Allen and Tiemann conclude their chapter on the thinking process by suggesting that the only effective way to break a habit and instill conscious thinking is to ask the person “why” something must be done that way. This forces the person to answer consciously, not aimlessly which is a hallmark feature of habitual thinking.I wonder if the founders of TWI found Allen to be influential in Job Methods as much as he was in Job Instruction.
(whisper) Well, at least for the next fiscal year and then we'll decide if we should move forward with this Lean thing.