Toyota Way Fieldbook : A Practical Guide for Implementing Toyota's 4Ps

None of this is easy. It’s all very risky. We can only imagine that The Toyota
WayandThe Toyota Way Fieldbookare a little overwhelming. People are inspired
and excited about the possibilities, but there is so far to go. Virtually every aspect
of every process and every aspect of the culture needs work. Yet, if you think of
it that way, you are apt to get frozen. Then you will only be looking at the visi-
ble step ahead... or even worse, looking down at the step you’re on. About the
best advice we can give is to “please do”... and “please try your best.”
Remember, “Every day, little up!”

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Reflection Activities

This is the most serious reflection of all. We are asking you to reflect

on whether you are serious about getting started on a real lean

journey. We have worked to paint a picture in this book of what

that looks like in detail. It is clearly much more than the technical

trickery of many lean programs. It is a serious lifetime commitment

to building a culture of continuous improvement. Are you ready?

This question would apply whether you are brand new to lean or

have been at it for 10 years but not in the deep sense of the Toyota

Way. Ask yourselves the following questions and begin on what-

ever path you choose. We use the term “you” not to refer just to the

reader but to a critical mass of leaders in the organization.

1. Does your organization have top leaders who are seriously
   dedicated to becoming a lean learning enterprise? If not, do
   they at least seem seriously coachable?


2. Are you committed to this process for the long term (forever)?


3. What steps will you need to take to prepare yourself for this
   process?


4. Are you willing to make enough of a commitment to take time
   to learn, to observe deeply (genchi genbutsu), and to partici-
   pate in continuous improvement?


5. How will you mentor others? Do you have the personal tools
   to do that?


6. How will your organization get the sensei support needed
   for this transformation?


7. Is your organization full of conflicting and inconsistent mes-
   sages? If so, develop a communication plan for beginning the
   process of sending consistent messages.


8. What will be necessary to change the culture so that a singular,
   consistent message develops?