
Justice served up Jacksonville–style is all lean by Joe Jancsurak:
Investigations stress uniformity. Lean “changed how we approach investigations,” says Sheriff Rutherford. “We found that three officers investigating three different burglaries might ask three different sets of questions. So we developed a standard form showing the questions that should be asked to ensure consistency.”
Hiring of school crossing guards made more expedient. “This one’s amazing,” Sheriff Rutherford chuckles. “It was taking us 68 days to hire someone from our eligibility list because we were sending candidates all over for different parts of the interview process. Now it takes us just three days to make a decision because we’re practicing ‘one-stop hiring.’”
This reminds me of the first efforts I know of for such efforts in policing (from the 1980s): Quality Improvement and Government: Ten Hard Lessons From the Madison Experience by David C. Couper, Chief of Police, City of Madison, Wisconsin.
Via: Upcoming Podcast: Lean Law Enforcement
Related: Failure to Address Systemic SWAT Raid Failures – LA Jail Saves Time Processing Crime – The Public Sector and Deming – Curious Cat Management Improvement Search Engine



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Toyota Execution Not Close to Being Copied
Posted on May 7, 2008 Comments (2)
The Open Secret of Success
At the core of the company’s success is the Toyota Production System, which took shape in the years after the Second World War, when Japan was literally rebuilding itself, and capital and equipment were hard to come by. A Toyota engineer named Taiichi Ohno turned necessity into virtue, coming up with a system to get as much as possible out of every part, every machine, and every worker. The principles were simple, even obvious – do away with waste, have parts arrive precisely when workers need them, fix problems as soon as they arise. And they weren’t even entirely new – Ohno himself cited Henry Ford and American supermarkets as inspirations. But what Toyota has done, better than any other manufacturing company, is turn principle into practice. In some cases, it has done so with inventions, like the andon cord, which any worker can pull to stop the assembly line if he notices a problem, or kanban, a card system that allows workers to signal when new parts are needed.
Very true, except one thing. Toyota’s innovation is not limited to process and execution. Toyota’s long term vision results in very dramatic innovation (that granted is not getting the press today – check back in 20 years, I think you will be reading about it then). For some examples see: Toyota’s Partner Robot, Toyota as Homebuilder, Toyota Engineers a New Plant: the Living Kind and The Birth of Prius.
A company truly driven by a focus on continual improvement, respect for all employees and reasonable executive compensation might be a company serious about adopting Deming and Toyota management principles. It is hard for me to imagine such a situation that doesn’t truly seek, as the primary aim of the organization, to benefit many stakeholders (workers, owners, suppliers, customers…) not just executives (or just executives, board and owners…).
Related: Toyota Management Develops the New Camry – Better and Different – Deming and Toyota – Toyota Keeps Improving – More Positive Press for Toyota Management – Good Execution is Important
Categories: Deming, Innovation, Lean thinking, Management, Management Articles, Popular, quote, Toyota Production System (TPS)
Tags: commentary, Innovation, Toyota