Sublime

Eventually, this group of ideas formed the core of the now world-famous Toyota Way: •Kaizen: continuous improvement (predating Shewhart but perhaps inspired by Sakichi reading Henry Ford’s book). •Jidoka: the machine stops when there’s a problem. •Andon cord: any worker can stop the assembly line when there’s a problem. •Go to gemba:** the supervis

guide change management activities

Deming’s approach—and Toyota’s, too—gave ownership of and responsibility for a product’s quality to the people who were most involved in its creation.

Andrew Clay Shafer says, “You are either a learning organization or you are losing to one that is.”

principles take precedence over process. Process should change with context.

“As you can see, my assistant has brought in a pile of blank index cards. I want each group to write down every change they’re planning, one change per index card. I want three pieces of information: who is planning the change, the system being changed, and a one-sentence summary. “I’ve drawn a calendar on the whiteboard where we will eventually po

group. During the discussion, all the members adopt one of the six points of view – reflected in the color of the hat.

One thing we have learned from clients is that often processes, practices, or software systems that have been competitive differentiators become competitive anchors. A large financial company based its success on a core software application that agents used when working with clients and prospects. The application was so complex that the company cou

In every organization, there is a natural tension between the need for expertise and the need to let frontline people make decisions.