A
awilliam0815
Hello,
I am a recent member to this forum and am anxious to participate in a discussion regarding lean manufacturing, and particularly exploring the concepts behind "The Toyota Way" I am a 20+ year veteran of the automotive industry, and seriously believe that part of the reason why the Japanese automotive companies have been so successful is that they have been able to find ways to integrate the two disciplines of innovation/continuous improvement AND standardization. This idea is discussed in depth in Jeffrey Liker's book "The Toyota Way" (see chapter 12, page 142, and chapter 20, p. 263). I would like to find out if anyone out there has practical experience integrating these two disciplines, and if so, which sort of methods work, and which ones do not work. Personally, I have found this to be a very difficult discipline to practice in reality, since it would seem that in order to continuously improve, you must break current standards to come up with different and better ways to do a task. The ultimate question is .. . how do you enforce standards in a engineering or administration department, while at the same time, give a group or a department the freedom to engage the "Deming Cycle" to continually improve a process? And then once a better way is perceived to be found, who decides that it is worthy enough to become a new standard which is enforced throughout the entire organization? The theory sounds good, but I am just wondering how all of this actually works in reality. I am looking forward to your comments! - Al
I am a recent member to this forum and am anxious to participate in a discussion regarding lean manufacturing, and particularly exploring the concepts behind "The Toyota Way" I am a 20+ year veteran of the automotive industry, and seriously believe that part of the reason why the Japanese automotive companies have been so successful is that they have been able to find ways to integrate the two disciplines of innovation/continuous improvement AND standardization. This idea is discussed in depth in Jeffrey Liker's book "The Toyota Way" (see chapter 12, page 142, and chapter 20, p. 263). I would like to find out if anyone out there has practical experience integrating these two disciplines, and if so, which sort of methods work, and which ones do not work. Personally, I have found this to be a very difficult discipline to practice in reality, since it would seem that in order to continuously improve, you must break current standards to come up with different and better ways to do a task. The ultimate question is .. . how do you enforce standards in a engineering or administration department, while at the same time, give a group or a department the freedom to engage the "Deming Cycle" to continually improve a process? And then once a better way is perceived to be found, who decides that it is worthy enough to become a new standard which is enforced throughout the entire organization? The theory sounds good, but I am just wondering how all of this actually works in reality. I am looking forward to your comments! - Al