Much has been written about Toyota over the last 30 years. Not only because they make great cars but also due to interest in the Toyota Production System. The Toyota Template is no different in that regard. It’s about the critical concepts and methods that Taiichi Ohno implemented in developing the Toyota Production System. Where it is different is in the parallels it draws between Toyota’s pre-Toyota Production System condition and companies today that are attempting to become more efficient or “lean.”
In view of efficiency, or “leanness,” many organizations are in the same position as Toyota was prior to implementing what was once called the “Ohno System.” This system was developed over many years through problem-solving and trial and error. The building of the Toyota Production System, with the goal of eliminating waste, evolved as problems were encountered and solutions put in place. A wonderful byproduct of these years of work was the growth of a problem-solving culture throughout Toyota that is unique in the business world.
Today, the Toyota Production System is well established. Though it is constantly improving, the historical picture is visible. The question many have tried to answer for their own companies is “How can they achieve world-class efficiency?” The Toyota Template answers this question. It explains the critically important elements of the Toyota Production System, analyzes the sequence of implementation as the system developed, and puts these elements in a logical order of implementation based on history and current knowledge. Additionally, it addresses the effect of each element on the culture.
There are really two reasons for writing this book. The first is due to my personal observations of the failure of most attempts to develop lean systems. Much of this is because the reason for the success of the Toyota Production System has been ignored. It’s been said:
Many good companies have respect for individuals, and practice kaizen and other TPS tools … But what is important is having all the elements together as a system. It must be practiced every day in a very consistent manner, not in spurts. 1
The elements have not been put “together as a system” and “practiced every day in a very consistent manner.” Most attempts have been focused on bits and pieces of the elements, or the tools.
The second reason is more personal. I have become concerned that because successful lean implementations are so rare, this reflects poorly on the Toyota Production System. Having worked in management at Toyota for 15 years, I feel a certain responsibility to prove that their production system is, as Ohno said, “a concept in management that will work for any type of business.” 2
The resources I used to write this book came from my personal experience of learning about, and managing in, the Toyota Production System at Toyota Motor Manufacturing Kentucky in Georgetown, Kentucky. Every day was a learning experience. I’ve often said that my experience at Toyota was more valuable to me than my college degree. In addition to my own experience, I leaned primarily on the writings of Mr. Ohno and a handful of others who were present during the development of the Toyota Production System. In fact, the book is sprinkled with quotes from Mr. Ohno in support of directional validity of the Toyota Template.
Finally, as you read this book, do so with your own business in mind. Try to imagine how the Toyota Template could be implemented at your workplace to achieve efficiency and a problem-solving culture.
With passion,
Phil Ledbetter
ENDNOTES
1. 1. Liker, Jeffrey K. 2004. The Toyota Way, 14 Management Principles from the World’s Greatest Manufacturer, p. 27. New York, NY: McGraw-Hill.
2. 2. Ohno, Taiichi. 1988. Toyota Production System: Beyond Large-Scale Production, p.9. New York, NY: Productivity Press.