Many people today are seeking to build their own winning gemba (workplace) management system, just like the one built by Taiichi Ohno at Toyota. The study and application of Kaizen (continuous improvement) and Toyota Production System has become increasingly a part of how hospitals, governments, universities, banks, mining operations, and retailers are choosing to improve performance and develop their people. So, what was Taiichi Ohno seeking? To answer this question we need to pay careful attention to his ideals, his thinking style, his approach to learning and teaching, his views on frontline leadership, to his spirit, and his leadership. We must study and strive to understand how and why masters such as Taiichi Ohno arrived at their accomplishment. Only then can we leave footprints on our own paths.
"The book, written in 1982, has many very short chapters, addressing the common problems we encounter in the working world–particularly challenges stemming from flawed conventional wisdom.”— HEIT Management
A half century ago, Peter Drucker put management on the map. Leadership has since pushed it off the map. We are now inundated with stories about the grand successes and even grander failures of the great leaders. But we have yet to come to grips with the simple realities of being
In an era when everything is speeding up, the best way for businesses to succeed is to attract smart-creative people and give them an environment where they can thrive at scale. HOW GOOGLE WORKS is a book that explains how to do just that.
In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.
If you think, “What I said was mistaken,” you should clearly say, “I was wrong.” Without this sort of attitude your subordinates and the people on the gemba will not do things for you.
If you realize that people will make mistakes and have a frank attitude to the point of thinking it is normal to apologize and say that you were wrong even to your subordinates, this will have an effect on how persuasive you can be.
Just as in the expression “the fish that got away always looks bigger,” it is part of human nature that the opportunity that we did not catch looks bigger. The reason that people feel that this is such a big loss is due to another misconception within how we think.
We need to use the words, “you made,” as in “follow the decisions you made.” When we say “that were made,” people feel like it was forced upon them.
The oil crisis in the fall of 1973 resulted in a recession of government and business, as well as society. By 1974, Japan’s economy had reached a state of zero growth and many companies were suffering and even bankrupted. But at the Toyota Motor Company, despite the declined profits, earnings were