Toyota Motor Corporation’s Post

"TPS and kaizen are about making work more efficient, but those who see themselves as “knowledge workers” seem to be extremely resistant to such concepts." - Akio Toyoda Credits: https://toyotatimes.jp #people #culture #Toyota #Way #TPS #TMS #product #process #toyotaproductionsystem #toyotamanagementsystem #kaizen #change #5S #management #manufacturing #business #workplace #abnormality #visualization #genchigenbutsu #genba #decision #making #leadership #knowledge https://lnkd.in/dDNAnHqf

The Inspiring Story of Sakichi Toyoda, Inventor and Founder of Toyota Industries Sakichi Toyoda (1867-1930) was a remarkable inventor and entrepreneur who embodied the principles of creativity, practicality, and contributing to society. Growing up in a small Japanese village plagued by poverty, Toyoda was determined from a young age to use his talents to help others. Fascinated by machinery, Toyoda saw the potential to improve people's lives through innovation. He began by developing a more efficient manual loom to aid the farm families in his community. Through relentless experimentation and iterations, Toyoda went on to invent Japan's first power loom and the world's first automatic loom. His "Non-Stop Shuttle Change Toyoda Automatic Loom, Type G" was hailed as a "magic loom" for its groundbreaking advancements. But Toyoda was not motivated by profits alone. He established his companies with the unprecedented objective of "pursuing related invention and research" for the betterment of society. The Toyoda Precepts, a set of five guiding principles, further exemplified his dedication to creativity, practicality, building a positive work culture, spirituality, and gratitude. At True North Lean, we are inspired by pioneers like Sakichi Toyoda. He showed that through ingenuity, determination, and a commitment to human-centered values, we can drive meaningful progress. As we help organizations with lean transformations, Toyoda's story reminds us of the power of aligning around a noble purpose and never losing our spirit of continuous improvement. ❓What inspirational lessons do you take from Sakichi Toyoda's incredible journey? Let us know in the comments. #SakichiToyoda #ToyodaPrecepts #LeanThinking #Kaizen #TrueNorthLean

A Starting Point, All Employees, And A Symbol Of Japan "Cherry blossoms are a symbol of Japan. Toyota represents Japan, and the cherry tree also symbolizes that. But there are 370,000 Toyota employees all around the world. How do we represent them? We did it with wild roses and thistles around it. A starting point, all employees, and a symbol of Japan." - Akio Toyoda Credits and Illustration: https://toyotatimes.jp/en/ #People #Culture #Toyota #Way #TPS #TMS #Product #Process #ToyotaProductionSystem #ToyotaManagementSystem #Kaizen #Change #5S #Management #Lean #Manufacturing #Abnormality #Visualization #Leadership #Genba #SeeThingsForYouself #CherryBlossoms #WildRoses #Thistles #Symbol #Japan

🌟 A Tale of Innovation: Sakichi Toyoda 🌟 Once upon a time, in a small village in Japan, there was a boy named Sakichi. Born into a carpenter's family in 1867, Sakichi grew up curious about how things worked. Despite having little formal education, his inquisitive nature led him to dream big. Sakichi saw his mother tirelessly weaving on a manual loom and thought, "There must be a better way." This thought sparked a journey of innovation. Sakichi devoted his life to improving the loom, facing failures and financial difficulties along the way. But he never gave up. His breakthrough came with the invention of the automatic loom. This wasn't just a machine; it was a revolution. It made weaving faster, easier, and better, transforming the textile industry not just in Japan but across the world. But Sakichi's story doesn't end here. His spirit of innovation and principles laid the foundation for what would become Toyota, a company that would change the automotive industry forever with its commitment to quality, efficiency, and continuous improvement. Sakichi Toyoda's journey from a small village to becoming the father of the Japanese industrial revolution is a testament to the power of perseverance, innovation, and dreaming big. His legacy teaches us that no matter where we start, with hard work and imagination, we can change the world. Let's carry forward Sakichi's legacy in our work and lives, inspired by his story to innovate, improve, and inspire. #Innovation #Inspiration #SakichiToyoda #Legacy

Kiichiro Toyoda's Conclusion: "Satisfy customer needs while producing in small quantities with limited capital expenditure." Credits: toyotauk.com, Toyota Lean Management Centre - Toyota Motor Manufacturing (Deeside) Image Credits: Toshifumi Kitamura/AFP #people #culture #Toyota #Way #TPS #TMS #product #process #toyotaproductionsystem #toyotamanagementsystem #kaizen #genchigenbutsu #genba #5S #change #visual #management #innovation #manufacturing #technology #leadership #workplace #humanresources #development #abnormality #Muda

"𝙄𝙩'𝙨 𝙈𝙮 𝙅𝙤𝙗 𝙩𝙤 𝙈𝙖𝙠𝙚 𝘿𝙚𝙘𝙞𝙨𝙞𝙤𝙣𝙨 𝙖𝙣𝙙 𝙏𝙖𝙠𝙚 𝙍𝙚𝙨𝙥𝙤𝙣𝙨𝙞𝙗𝙞𝙡𝙞𝙩𝙮" - Akio Toyoda Several must read articles summarizing messages from Toyota Motor Corporation Chairman Akio Toyoda. First - his press conference to senior managers and leaders from Toyota's 17 Group companies about the corporation's future and how he will lead the transformation. Held at the Toyota Commemorative Museum of Industry and Technology -- at the site of Toyota's birthplace as Toyoda Automatic Loom Works Ltd. -- he went back to purpose. He describes purpose with the weaving metaphor of warp and weft -- the same metaphor that I use to write my book "Learning to Lead, Leading to Learn" about Toyota's years from the 1960s-early 2000's from Isao Yoshino's perspective. He goes on to say that Toyota lost its way because it lost sight of its real purpose. And the way forward is to get back to that purpose: Making cars....and developing people. It is the innovation of people's ideas and working together to do so that will result Interestingly, I also discovered in his speech that "easy" and "fun" are the same word in Japanese. By making work easier, we make it more fun and enjoyable! Read the article here: https://lnkd.in/gHk3Bycn Second - a summary of his lecture about #TPS to 200s executives. "It's My Job to Make Decisions and Take Responsibility" - Akio Toyoda So many rich nuggests of wisdom from this lecture but his comments about a leader's dual role stands out to me -- as it echos what Isao Yoshino also said about a leader's role is to "set direction" (make the decision of where to go) and "provide support" (take responsibility to create the conditions for people to be successful and make it okay to try and fail in the pursuit of goals). "I can break down my work as a manager to just two things: making decisions and taking responsibility. These are the two aspects I have always viewed as a manager’s job. When employees come to consult me, they likely do so as a last resort. As such, I want to respond in such a way that, upon leaving my office, they will know what to do. Since I also cannot foretell the future, those responses may not always be correct. And yet, I hope that by stepping outside my office and doing something, they will at least gain a broader perspective. If they make mistakes, I will bear the responsibility. Saying as much is easy, but the key lies in following through. If you show that you are prepared to act when something troublesome comes along, I think that makes a big difference. ... But I was able to come this far because of the ongoing crises. In that situation, no one knows the solution. I was prepared to say, 'Don’t worry about the outcome. Give it a go,' and to face the public when things didn’t go well. I believe that demonstrating this attitude time and again is important." Read this article here: https://lnkd.in/gn-X9X8q

===What the Japanese Bayberry Trees Have Seen===   48. Lessons from the President  <continued> And in spite of my own lack of talent or ability, I always strove to make myself look good. When I made a mistake, I would hide my error, push the responsibility on others or only make excuses. And when speaking to the president or to my superiors, I only reported good news and avoided saying anything that might reflect badly on myself. I had realized how really unproductive everything I had been doing was. Repenting these shortcomings I saw in myself and wanting to remember the president’s valuable lessons, I made it my motto. Following the motto has been difficult—no matter how many years have passed since then—but I have persevered in my efforts to follow the president’s teachings. Then in 1960 when Nippon Gakki and Yamaha Motor were expanding in scale, hiring more employees and the organization became more complex, an even greater degree of responsibility and determination was required from management-level employees, so President Kawakami issued the President’s Directive: President’s Directive  In evaluating the results of your departments, all general and department managers should regard the efforts made and measures taken by your employees with the highest praise, and consider your department’s business successes solely as their achievement. Even if it was work done under your own direction, you must consider it an achievement of your employees and praise them for it. In the case of a failure by your employees, even if it was due to their own failure to abide by your instructions and warnings, you must understand the failure to be entirely the result of your own errors in educating them. Truer words were never spoken. I question those in management if they can swear to each other that they have never broken the Directive, but I feel there is worth in and a need to rewrite it here should they need to remember it again. Photo: President Kawakami in 1957  <ends>  #Yamaha #RevsyourHeart #motorcycles #racing #manufacturing #engineering #history #design 

Last week I had the honor of sharing our boardroom with some Toyota NA leaders and our own Bocar Group/Bocar US manufacturing leaders in a partnership visit. You can tell a LOT about leaders when you sit, listen, and take notes on: What questions they ask and What answers they give. Having a pretty decent amount of exposure to the TPS (Toyota Production System)...I did a quick search on their web pages and the information there is very inspiring. From their web page: Jidoka, a Japanese term that can be translated as “automation with a human touch” or “intelligent automation”, is a method to quickly identify and correct any issues that could lead to faulty products. At any time or step of the manufacturing process our members can ‘pull the andon‘; literally stopping the production line to avoid generating problems that others would find in the future. At the same time it alerts all team members of the defect or problem found in the assembly line and the entire production stops to get it fixed. The focus on delivering quality and eliminating waste are pretty amazing to me. Yes, it has direct correlations to HR for sure. Really across all functions. Special thanks to Matthew Clacher for his behind the scenes leadership in getting us prepared to make the visit truly valuable! Personal note: Matthew is an Air Force veteran with a wealth of knowledge and also has a bias-for-action that is seldom seen. Also personal note: Be nice y'all. Lots of ugly floating around lately. See the whiteboard below. Disagree? Fine, I'm here for it. But be civil/respectful. You might even change my mind. Thanks to Tab Bartley for the reminder. Reminder that you get more with sugar than you get with 💩 .

𝐃𝐨 𝐲𝐨𝐮 𝐤𝐧𝐨𝐰 𝐡𝐨𝐰 𝐓𝐨𝐲𝐨𝐭𝐚 𝐜𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬𝐥𝐲 𝐢𝐦𝐩𝐫𝐨𝐯𝐞𝐬 𝐭𝐡𝐞𝐢𝐫 𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐚𝐧𝐝 𝐚𝐬 𝐰𝐞𝐥𝐥 𝐭𝐡𝐞 𝐦𝐚𝐧𝐚𝐠𝐢𝐧𝐠 𝐨𝐟 𝐭𝐡𝐞 𝐩𝐞𝐨𝐩𝐥𝐞? Each one of the companies, without a doubt, is always looking to improve processes to obtain the best results and profitability. Toyota for many years has created a philosophy that without having more to say has been extremely successful. Within this way of life or culture, Toyota has created the concept of 𝑻𝑶𝒀𝑶𝑻𝑨 𝑲𝑨𝑻𝑨, which is defined as the art of managing people to adapt, improve and obtain superior results. Today I would like to focus on an important edge of 𝑻𝑶𝒀𝑶𝒀𝑨 𝑲𝑨𝑻𝑨, this edge is defined as the previous but crucial steps to achieve the objective starting from a current situation (𝑻𝒂𝒓𝒈𝒆𝒕 𝑪𝒐𝒏𝒅𝒊𝒕𝒊𝒐𝒏) Once you understand the concept of Target Condition and how it plays into the cycle of continuous improvement, it will be difficult for you to find a Target Condition for your process. You should undoubtedly think about what the future or ideal condition of your process is in all its aspects to understand then what a Target Condition can be. For them there are the following questions that you can ask yourself: 𝑯𝒐𝒘 𝒅𝒐 𝑰 𝒅𝒊𝒔𝒄𝒐𝒗𝒆𝒓 𝒕𝒉𝒆 𝒕𝒂𝒓𝒈𝒆𝒕 𝒄𝒐𝒏𝒅𝒊𝒕𝒊𝒐𝒏𝒔 𝒘𝒊𝒕𝒉𝒊𝒏 𝒎𝒚 𝒑𝒓𝒐𝒄𝒆𝒔𝒔? 🚗 How should this process operate? 🚗 What is the final process situation? 🚗 Where do we want to be next on the process? 𝑻𝒂𝒓𝒈𝒆𝒕 𝑪𝒐𝒏𝒅𝒊𝒕𝒊𝒐𝒏 is not the same as 𝑻𝒂𝒓𝒈𝒆𝒕. The Target is a result, but the Target Condition is a description of how the process should operate under a pattern that determines how to reach the goal. "𝘞𝘦 𝘤𝘢𝘯𝘯𝘰𝘵 𝘱𝘳𝘰𝘨𝘳𝘦𝘴𝘴 𝘸𝘩𝘦𝘯 𝘸𝘦 𝘢𝘳𝘦 𝘴𝘢𝘵𝘪𝘴𝘧𝘪𝘦𝘥 𝘸𝘪𝘵𝘩 𝘵𝘩𝘦 𝘤𝘶𝘳𝘳𝘦𝘯𝘵 𝘴𝘪𝘵𝘶𝘢𝘵𝘪𝘰𝘯." Kiichiro Toyoda

Do you want to know what toyata company use? It uses 4P model called The Toyota Way's 4P Model: Philosophy, Process, People, Problem-Solving! these principles to drive continuous improvement and operational excellence. #ToyotaWay #LeanManagement #ContinuousImprovement #OperationalExcellence #4PModel