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Inside Lean CEO
Copyright © 2011 Lean CEO.
From the Editor
Welcome to the Lean CEO newsletter! This month we're pleased to feature our long-time friend Norman Bodek with the third in his series on Zenjidoka.
Our training partner, Gemba Academy, has just released a five video module interview with Masaaki Imai, founder of the Kaizen Institute. You can view an overview module with a free registration to the Lean Starter Package. In the interview Mr. Imai recounts several stories of his interactions with Shoichiro Toyoda and Taichi Ohno. Gemba Academy now offers 168 video training modules and is being used by over 1,000 companies worldwide.
We have just relaunched our trio of "morning news" aggregators that bring together the best news stories, blog posts, videos and podcasts on key topics. Visit Lean.AM for lean news, CEO.AM for business news, and Manufacturing.AM for manufacturing news.
Finally, I encourage all of you to register for the Lean Accounting Summit in Orlando in September to learn more about how traditional accounting can impede and misrepresent lean improvements - and what to do about it. Your humble editor will also be presenting lessons learned from a company that is going through a transformation.
- Kevin Meyer
Zenjidoka III: Building Excellent People
By Norman Bodek
“Before cars, make people.” Eiji Toyoda, former Chairman of Toyota
Jidoka is one of the core principles of the Toyota Production System, one that empowers production workers to stop the assembly line and solve problems at the moment they occur. Jidoka integrates the two guiding pillars of the Toyota Way, “Continuous Improvement” and “Respect for People.”
Recently, Toyota has suffered some major blows to its reputation. Toyota’s failure to quickly respond to incidents resulted in the recall of millions of vehicles, millions of dollars in fines levied by the National Highway Traffic Safety Administration (NHTSA), individual and class-action lawsuits, and damage to the Toyota brand name. Because of the problems, Toyota could see a financial loss of over $10 billion.
In the first two articles of this series, we introduced the concept of Zenjidoka, the extension of Jidoka from the factory floor to all employees who interact directly with customers. When a customer reports a problem, Zenjidoka teaches employees (including the dealers) to be self-reliant, empowering them to use every tool and resource at their disposal to immediately investigate and address the customer’s problem. We also introduced the Harada Method for personal and professional success.
By Jim Womack
“The life of lean is experiments. All authority for any sensei flows from experiments on the gemba, not from dogmatic interpretations of sacred texts or the few degrees of separation from the founders of the movement. In short, lean is not a religion but a daily practice of conducting experiments and accumulating knowledge.”
Gemba Walks shares Jim Womack's insights on topics ranging from the application of specific tools, to the role of management in sustaining lean, as well as the long-term prospects for this fundamental new way of creating value. Reading this book will reveal to readers a range of lean principles, as well as the basis for the critical lean practice of: go see, ask why, and show respect.
Gemba Academy has released a five video module discussion with Masaaki Imai, founder of the Kaizen Institute and one of the original gurus of lean. In the discussion he recounts several stories of his interactions with Shiichiro Toyoda and Taichi Ohno, among others. More information is here, with a preview on YouTube here.
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