Toyota Principle #10: Develop Exceptional People
Toyota Principle #10: Develop exceptional people and teams who follow your company’s philosophy. Like Principle #9, Principle #10 deals.. read more
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Archive for the 'Leadership' Category
Toyota Principle #8 – Technology that serves
Toyota Principle #8 – Use only reliable, thoroughly tested technology that serves your people and processes. NOTE: This principle doesn’t eschew the use of technology. It simply states that,.. read more
Toyota Principle # 7 – Use Visual Control
Toyota Principle # 7 – Use Visual Control So No Problems Are Hidden For those of you who haven’t been exposed to the VISUAL nature of lean, here are some thoughts.. read more
Toyota Principle #4 – Level out the workload
Toyota Principle #4 – Level out the workload (Heijunka); Work like the tortoise, not the hare. Consider the following process: To meet customer demand, you calculate that you need to.. read more
Bully for Missy!
In 1999, as I was finishing my master’s thesis, I came across a small company: Title 9 Sports. Their name has since been changed to just Title Nine (http://www.titlenine.com/home.do), but.. read more
“No Problem is Problem”
I’m not sure to whom credit for that statement belongs. I suspect it is one that originates in the Japanese culture, part of their corporate wisdom. In the world of Lean,.. read more
Kamishibai (紙芝居) Boards
Kamishibai is another of those Japanese terms that doesn’t translate easily into English. The concept is simple, but only recently duplicated in the Western World. Why learn about it? Because.. read more
Large Room Management (大部屋 Obeya)
A lot of Americans bridle at the use of Japanese terms to describe Lean things. I feel very much the opposite. Language springs from cultures and shared experiences. So, when.. read more
VSM Part #7 – Aftershock
I’ve had the good fortune to hear from some of my readers and noticed a few disturbing trends. It appears that there may be one more post I need to.. read more
VSM Part #6B – Importance to Decision-Making (“If this, then that”)
The VSM tells leaders* what is obstructing flow within the value stream. Trust me, there’s always something, but suppose this is the first time they’re reviewing the VSM. What are.. read more
Robert B. Camp, MBA, Lean Sensei
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