The Toyota Engagement Equation: How to Understand and Implement Continuous Improvement Thinking in Any Organization [ epub ] ☆ Tracey Richardson, Ernie Richardson – Book, Kindle eBook or TXT Online

  • Kindle
  • null
  • The Toyota Engagement Equation: How to Understand and Implement Continuous Improvement Thinking in Any Organization
  • Tracey Richardson, Ernie Richardson
  • English
  • 13 January 2018
  • null

Tracey Richardson, Ernie Richardson à 4 review

The Toyota Engagement Euation: How to Understand and Implement Continuous Improvement Thinking in Any Organization review  104 The formula for Lean success Toyota veterans reveal how to build continuous improvement into your companys DNAEver since Toyota introduced the revolutionary Toyota Production System TPS businesses have tried to replicate Toyotas success Few have succeeded over the long term What businesses have failed to realize is that TPS calls for a fundamentally different way of thinkingNow at long last here is a straightforward guide that make sense of the thinking culture behind Toyotas phenomenal success In its pages authors Tracey and Ernie. About the Book We were literally homegrown in Toyota s Japanese way of thinking taught by trainers who could barely speak English There wasn t much theory just some simple but very powerful ideas supported with lots of action based and example based learning This wasn t about Lean or any particular methodology it was about how to be successful at our jobs This is a book about how to build cars really fast how to solve problems how to lead others but mainly how to think It s an entire ecosystem that is by definition foreign Most people are familiar with the notion that Toyota s production system TPS is the secret sauce that made them the most profitable automobile maker in the world but this is a rare look into that system as it was recreated for the first time on American soil It turns out that profits were not the goal of course they were confirmation and a really really nice side benefitA New Way of ThinkingTracey and Ernie Richardson were young when they met up with the hiring managers of the Kentucky production plant Tracey was just 18 To help teach these American hires Toyota supplied rotating teams of Japanese teachers They mentored instructed allowed them to fail encouraged them to practice and then left before they could soak up too much American cultureThis is the Richardsons story of how they absorbed The Toyota Production System became leaders themselves relabeled TPS the Thinking People System and brought it into the world around them It s a blend of their memories and what they did with what they learned It s also filtered throughout with learnings and reflections from early managers John Shook of the Lean Enterprise Institute VPs of Toyota Plants and Managers of the companies where Tracey and Ernie became in turn consultants coaches and mentorsSelling Telling and Convincing Are OutThe most pronounced method throughout the book is Socratic They start with why Early on in her job Tracey s mentor tells her you are a contributor to our Plastics Team which ensures our Assembly shop internal customer has all their expectations met We need your contribution so we can set the stage for the external customer to have a smile Her sense of pride in her efforts is palpable she happily pictures her signature inside the thousands of Camry s she s helped to put on the roadTracey and Ernie learned by doing Their success as consultants shows how deeply they absorbed and embodied what their senseis taught them It s a journey rich with humbling moments trainers would sometimes let me go down a rabbit hole and fail just to bring a learning point to the forefront and unexpected epiphanies The consistent message was that people are what matter Not just the smiling customers but every single employee at every level The application at the Kentucky plant is specific to that plant and that time but there s a lot the Average Josephine can take to heart I Work For You Mentality of LeadersLeaders were tasked with making themselves replaceable Not the first thing that comes to mind when laboring to become the best at what you do but it was a fundamental Toyota strategy to ensure employees thrived Their attitude was that if you were not setting your people up to grow and master new skills then they would become frustrated and stagnateThis Servant Leader approach meant leaders were leading and learning at the same time A comment from Fran Vesica a Project Manager from the Education Sector sums this up nicely Being a servant leader is not having all the answers but it is about asking all the right uestions Leaders should be learning and improving their thinking while developing those who report to them In contrast the unspoken fabric of most organizations reuires management to always know than their direct reports and act like itBeware Big Company Disease Toyota was never satisfied with how they were doing Being best was not good enough because their greatest fear was something they called big company disease which is really apathy That meant they had to constantly raise the bar At a process level that meant establishing a standard and then immediately setting a new target and working to create a better standard At a leadership level that meant as soon as you were comfortable in your job you d be promoted or transferred into a position that would be a challenge for you The mantra was to always be uncomfortable What s the EuationPart of internalizing their experience was coming up with their own approach The titular euation refers to their take on the underlying elements of a successful problem solving culture which they boil down toGTS6 E3 DNAUnpacking this reveals the two pillars of Toyota culture Discipline and Accountability which accounts for the DNA GTS6 represents acronyms for the 6 elements of problem solvingGo to See Visit the work as it takes place test assumptionsGrasp the Situation Ask uestions to uncover the facts not opinionsGet to Solution Get to root cause and get consensus on changesGet to Standardization Establish the new best way Get to Sustainability Use leading indicators to monitor the new processGet to Stretch Raise the bar Always be improvingAnd the last piece E3 refers to Everyone Everyday Engaged Basically people come first and all teaching mentoring and improvements revolve around developing employees and leaders Everyone is judged on their ability to help others succeed Again contrast that with cultures in which people manage up and work to secure their own career paths as opposed to helping those around them Not that these sound like cushy jobsGems and InsightsThere s a chapter on each element providing examples guidance and depth but below are some thoughts that stood outLeadership should spend 50% of their time developing people 5 direct reportsProblems solved job securityRoot causes are either lack of a standard not following the standard or an invalid standardAsk why until you find where the problem happened Point of Occurence or POO You can t manage what you can t see Leaders must Go to the Gemba No idea is left behind work to consensus to build support for changesDon t try to remove than 5 root causes in a single project The best known method can always get better Worry about worker frustration as much as productivity You have to create a gap or a problem when you don t have one It s better to train people and lose them than not train them and keep them Zig Ziglar The role of a team member is not to do their job but to improve their job The minute you stop learning is the minute your value starts going down The Path to a Thinking CultureMost of the people reading books about Toyota today don t make cars At this point most are not even in manufacturing So what s interesting is not how they removed enough waste to get 8 cars off the line a day but what led to a culture that enabled continuous breakthroughs This book is rich with guidance for both continuous improvement methods and how to build a culture of thinking problem solversThe paradox for most people writing about Toyota s special system is that the originator Taiichi Ohno felt that writing it down would kill it Lean thought leaders and authors like John Shook and Jeff Liker acknowledge that since we learn from books we have to compromise What s key in the compromise and clear in this book is that you learn not by reading but by doing Of course nobody can teach wisdom all you can do is guide people as they acuire it often through practice direct observation reflection and the process of trial and error Time to get to work

Read The Toyota Engagement Equation: How to Understand and Implement Continuous Improvement Thinking in Any OrganizationThe Toyota Engagement Equation: How to Understand and Implement Continuous Improvement Thinking in Any Organization

The Toyota Engagement Euation: How to Understand and Implement Continuous Improvement Thinking in Any Organization review  104 And how they were encouraged to improve their thinking as they moved forwardAnd youll see how Toyota developed this simple but profoundly effective approach into an overall management systemand how you can achieve amazing results in your company through the same systemIn the world of Lean design and implementation handbooks The Toyota Engagement Euation stands out as a fresh uniue and authoritative guide to building your business into the Toyota of your industry As the authors see it TPS has now evolved to the Thinking People Syste. This book is excellent because while it teaches theory it illustrates real life experience I fell in love with Lean a while ago only now do I have the opportunity to manage the way I understand as best Lean thinking This book not only teaches me confirms I am on the right path and gives practical direction it also gives real life truth about managing and problem solving this way An immensely valuable work

Read & Download Ë PDF, DOC, TXT or eBook à Tracey Richardson, Ernie Richardson

The Toyota Engagement Euation: How to Understand and Implement Continuous Improvement Thinking in Any Organization review  104 Richardson speak from the heart as Toyota employees who worked in the Kentucky factory when the company was first introducing its people first approach in the US and went on in the ensuing decades to teach Lean thinking around the worldIn The Toyota Engagement Euation the authors take you through Toyotas own journey of discovery This deep dive into the companys game changing work practices reveals how employees were developed how they were taught to spot and define problems through standardization how they were coached to solve them. We bought 4 copies of this book for our 4 leaders when we started our restaurant from scratch We sort of did a book club where we read discussed and purposefully practiced what Tracy and Ernie set out to teach us Our group found the book to be very easy to read It was clunky at first practicing the concepts and some of the team members were not used to the leaders caring about truly solving problems and asking uestions to help make their work less stressful food service can be rough We are now two years into our journey and we have been very successful and we credit that to us reading the book and building our standards and processes together where the work takes place It truly has created a culture of problem solving and continuous improvement in an industry where it is rarely seen The amazing side note is out of the 4 leaders only 1 had knowledge of lean Of the other 3 only 1 had heard of it and 2 had no idea what it was This book is for anyone and everyone and if you follow it you will be successful in creating a culture of problem solving and continuous improvement and work won t feel like work any