Comments on: Toyota Stops Lines – Lots of Lines http://management.curiouscatblog.net/2010/01/26/toyota-stops-lines-lots-of-lines/ Management Improvement focused on Deming, lean thinking, innovation, customer focus, six sigma, etc. Wed, 08 Feb 2012 14:35:23 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: The Toyota Way – Two Pillars » Curious Cat Management Improvement Blog http://management.curiouscatblog.net/2010/01/26/toyota-stops-lines-lots-of-lines/comment-page-1/#comment-42001 The Toyota Way – Two Pillars » Curious Cat Management Improvement Blog Fri, 01 Apr 2011 12:12:50 +0000 http://management.curiouscatblog.net/?p=1482#comment-42001 I think Toyota, even with the problems, is a fantastic example of a very well managed company. Yet even with all the study of lean manufacturing even basic ideas are overlooked... I think Toyota, even with the problems, is a fantastic example of a very well managed company. Yet even with all the study of lean manufacturing even basic ideas are overlooked…

]]> By: Jamie Flinchbaugh http://management.curiouscatblog.net/2010/01/26/toyota-stops-lines-lots-of-lines/comment-page-1/#comment-34879 Jamie Flinchbaugh Wed, 17 Feb 2010 14:38:58 +0000 http://management.curiouscatblog.net/?p=1482#comment-34879 I have been resisting writing about the Toyota case because so little is actually know about the defect itself, and cause and effect isn't clear. But I have been getting enough questions about it. I don't think this changes anything about Toyota's success. They still have dramatically fewer recalls than others. And of course no one that knows lean would say they were anything close to perfect. I did write up some of my thoughts and lessons in observing the story on my blog here: http://jamieflinchbaugh.com/2010/02/the-fall-of-the-mighty-toyota/ I have been resisting writing about the Toyota case because so little is actually know about the defect itself, and cause and effect isn’t clear. But I have been getting enough questions about it. I don’t think this changes anything about Toyota’s success. They still have dramatically fewer recalls than others. And of course no one that knows lean would say they were anything close to perfect.

I did write up some of my thoughts and lessons in observing the story on my blog here: http://jamieflinchbaugh.com/2010/02/the-fall-of-the-mighty-toyota/

]]> By: Jamie Flinchbaugh http://management.curiouscatblog.net/2010/01/26/toyota-stops-lines-lots-of-lines/comment-page-1/#comment-34715 Jamie Flinchbaugh Wed, 27 Jan 2010 11:19:23 +0000 http://management.curiouscatblog.net/?p=1482#comment-34715 I'm sure you are right that there are many frustrated people, but one of the benefits of stopping production is that it can turn frustration of lack of progress into complete focus on the problem. While most people will actually look at this is "more bad news from Toyota" and how Toyota is slipping, in fact I think it sends the strongest message that they are not. Most importantly, companies that would never consider stopping anything need to learn some lessons from this. Why would Toyota do this? First, it helps protect further customers. No more in the field means no more customers getting faulty product. Second, it focuses resources. A stopped line creates not only an urgency to drive this problem and no others. But it also eliminates all other distractions, excuses, and activities that can consume resources and attention. And third, whether you are stopping a whole line or just a segment, it freezes the current state so if there is something that requires observation, it can be done. Too often, when there is a problem, people just think they can "power through." It is as if your shoe came untied halfway through the marathon. Do you flop around for miles and miles, or do you stop and tie it. Most would power through; a lean thinker would stop and tie. Jamie Flinchbaugh www.jamieflinchbaugh.com I’m sure you are right that there are many frustrated people, but one of the benefits of stopping production is that it can turn frustration of lack of progress into complete focus on the problem.

While most people will actually look at this is “more bad news from Toyota” and how Toyota is slipping, in fact I think it sends the strongest message that they are not. Most importantly, companies that would never consider stopping anything need to learn some lessons from this. Why would Toyota do this?

First, it helps protect further customers. No more in the field means no more customers getting faulty product. Second, it focuses resources. A stopped line creates not only an urgency to drive this problem and no others. But it also eliminates all other distractions, excuses, and activities that can consume resources and attention. And third, whether you are stopping a whole line or just a segment, it freezes the current state so if there is something that requires observation, it can be done.

Too often, when there is a problem, people just think they can “power through.” It is as if your shoe came untied halfway through the marathon. Do you flop around for miles and miles, or do you stop and tie it. Most would power through; a lean thinker would stop and tie.

Jamie Flinchbaugh
http://www.jamieflinchbaugh.com

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