The ‘Toyota Way’ Is Translated for a New Generation of Foreign Managers
“For Americans and anyone, it can be a shock to the system to be actually expected to make problems visible,” said Ms. Newton, a 38-year-old Indiana native who joined Toyota after college 15 years ago and now works at the North American headquarters in Erlanger, Ky. “Other corporate environments tend to hide problems from bosses.”
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It is the Toyota Institute, charged with preparing executives to enter the leadership class at Toyota by inculcating in them some of the most prized management secrets in corporate Japan. The institute sends off its executives to offices around the world as missionaries of sorts for the Toyota Way.
Related: People: Team Members or Costs - What makes Toyota tick? - Trust: Respect for People - Toyota Land - Origins of the Toyota Production System
February 16th, 2007 at 12:36 am
I wonder what effect the Toyota CCC21 program will have on making problems visible? Squeezing its own network of traditional suppliers, known as a keiretsu. Wasn’t Demings vision not to award projects to vendors or suppliers based on price alone but on seeking mutual value and long term partnerships - a win/win situation for everyone. What’s you take on this John?
Rob
http://www.63buckets.co.uk (lean)
http://www.qualityhero.co.uk (six sigma)
http://www.rob-thompson.net
April 11th, 2007 at 7:02 am
“Toyota Motor Corp., seeking to add an international flavor to its management, will appoint a foreign national to its board of directors for the first time, sources said Tuesday…”