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Picture it. One Ford employee making ten cars a year for thirty-five years while his Toyota counterpart goes from four to sixty. Toyota’s supplier network? A typical GM car factory used eight hundred suppliers. Toyota? Just 125 … with half the in-house work. This dispels the Western myth of needing more to do more: Toyota was doing more with less.
... See moreJohn Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
Toyota couldn’t afford those luxuries. In fact, during the postwar years, they couldn’t afford much of anything. They had to find ways to turn Toyota into a lean, mean, automaking machine with little margin for error.‡ Kiichirō, Eiji, and Ohno made three important decisions—three concepts that have become staples of successful manufacturing for ove
... See moreJohn Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
John Willis • 2 highlights
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In Lean Thinking, Daniel Jones and James Womack outline five lean principles:23 1.Value: specify value from the point of view of the customer. 2.Value Stream: identify the value stream and all the steps in it, from concept to cash. 3.Flow: limit work in progress; stabilize flow; focus on lead time, throughput, and flow efficiency; alleviate impedim
... See moreJonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
Like Steven Spear describing the Toyota environment as a community of scientists in The High-Velocity Edge, an organization that only Plans and Does can never really improve.