for problem solving, paper charts and graphs being updated every day by work
teams. Even in service parts warehouses with hundreds of thousands of parts
being moved about, physical visual aids abound. There are signs and labels
everyplace in a Toyota environment. Why? Because people are visual creatures.
They need to be able to look at their work, look at the parts rack, look at the
supermarket of parts, and easily see whether they are in a standard condition
or a deviation from the standard. People looking at well-designed charts on a
wall can have very effective discussions. Going to a computer screen moves the
workers’ focus from the workplace to the computer screen. Robots do not care
if the factory is visual, but people do, and Toyota will always design systems to
support people.
- Use only reliable, thoroughly tested technology that serves your
people and process.
Technology enables people doing work according to a standard process; people
should not be subservient to technology. The process always takes precedence
over technology. Toyota has had experience with pushing the latest and great-
est technology, and now avoids repeating this mistake. Since Toyota focuses so
heavily on stability, reliability, and predictability, the organization is very cautious
about introducing untested technology in business processes, manufacturing sys-
tems, or in products. Nor is Toyota willing to jump on the technology bandwagon
until a clear need has been articulated in detail and the technology has been thor-
oughly investigated. Technologies that conflict with Toyota’s philosophies and
operating principles will be rejected.
On the other hand, Toyota is always interested in being current in their tech-
nology and encourages their people to “think outside the box” when considering
new approaches to work. A thoroughly considered technology that has been care-
fully investigated and proven through trials will be implemented quickly and
very effectively.
III. Add Value to the Organization by Developing Your People
and Partners
- Grow leaders who thoroughly understand the work, live the
philosophy, and teach it to others.
Leaders at Toyota are grown; they are not bought. If the goal is to get some leader
to manage a part of the business, and the criteria for selecting the leader is his
or her technical understanding of the business specialty (e.g., logistics) and gen-
eral management skills, many good managers can be hired and hit the ground
running. Toyota in Japan rarely hires managers from outside, except for overseas
where they have to hire from the outside as they grow. Gary Convis, president
of the plant in Georgetown, Kentucky, estimates that it takes 10 years to train a
Chapter 1. Background to the Fieldbook 11