Our position is where we stand on an issue.
I had the great fortune and wonderful opportunity to work for Toyota Motor Manufacturing—Kentucky in Georgetown, KY for 16 years. I was hired in February, 1988 as a Team Leader and was promoted to Group Leader the following year for the second shift start-up. Looking back, my experience and what I learned has been more valuable than my college degree. It shaped my view of business in general and manufacturing in particular. I view the business world through the lens of my Toyota experience. No apologies.
The motivation for writing a book derives from my personal experiences since leaving Toyota and from what I’ve read, witnessed, and been told about the failure of so many to develop what’s come to be called a “lean” system of their own. One that works for them and is sustainable.
Taiichi Ohno said that “this production system represents a concept in management that will work for any type of business.” 1 No question about it. The Toyota Production System (TPS) is the greatest innovation in business management ever. The concepts in TPS are both unique to Toyota and transferable to other businesses. The 7 Wastes, Hoshin Kanri, 8-Step Problem Solving, Continuous Flow, Pull Production, and many others are part of the Toyota system. The discipline to implement and sustain the system across many countries and cultures is a testament to the strength of the TPS. This discipline illustrates Toyota’s dedication to their principles.
Ohno said, “I have always firmly believed in the plant first principle … The time that provides me with the most vital information about management is the time I spend in the plant, not in the vice president’s office.” 2 The plant is the starting point. After all, the plant is where the products are made that are sold. Large amounts of money are made or lost on the production floor. Anyone who’s worked on a production floor knows that the coordination required is extremely important. For the trained eye, there is waste everywhere and thus, lots of opportunity for improvement. To me, there is little more interesting than what happens on a production floor in a manufacturing facility. Every day is a learning experience.
That said, sometimes companies also decide to use resources in the office. There’s no doubt that there’s waste in the office. However, the plant is the customer of the office. As the plant implements improvements, it will naturally pull resources from the office as needed. Changes in support groups will be required as changes are implemented in the plant. These changes are addressed as the pull from the plant, their customer, dictates. Implementing lean in the office simultaneously may not serve a plant first objective. Sometimes, changes in the office silos affect the plant floor adversely. For example, the office could be working on schedule issues while the plant is readying for a pull system. The office should not push change to the floor but should welcome the pull from the plant, as needs arise. Make the conscious decision to focus on a plant first mentality.
A strong production line means a strong business. 3
The Position: A plant first mentality.
Culture: Focusing on the plant first sends the proper message about the priority of the business. The plant is the key and the reason the business exists.
1. Ohno, Taiichi. 1988. Toyota Production System: Beyond Large-Scale Production, p. 9. New York, NY: Productivity Press.
2. Ibid., p. 20.
3. Ibid., p. 102.