Re: Deming and Toyota

["John Hunter" <managementimprovement@gmail.com>]

On 3/11/06, macrossen@adelphia.net <macrossen@adelphia.net> wrote:
>>> I have read a few of the threads referring to Toyota and their
success.  I am somewhat familiar with the Toyota Production System
(where Lean principles sprouted from), but I have often wondered if
Toyota subscribed to all of Deming's 14 points.  <<<

I believe Toyota applied Deming's ideas to create a management system
and continued to develop that system to create the Toyota Production
System (also known as lean manufacturing). I believe a convincing
argument can be made for Toyota following all 14 points.

An interesting article on Toyota's web site illustrates their
commitment to several of the points, Toyota Special Report: Thinking
Production System:

   http://www.toyota.co.jp/en/special/tps/tps.html

Another interesting document, on Toyota's web site is an environmental
and social report - that while it does not mention Deming's 14 points
does illustrate their belief in several of them (for example: "We must
provide to customers cleaner, safer, and more attractive products with
excellent value. To shareholders, we must enhance share value through
long-term and stable growth by increasing profits and paying
appropriate dividends. With business partners, we must engage in fair
business based on a spirit of mutual benefit."):

  http://evop.blogspot.com/2005/10/toyota-engineers-new-plant-living-kind.html

I do not believe Toyota has "abolished the annual rating or merit
system" - I may be wrong (I just figure I would have heard of it if
they had).

One point that I believe people confuse is, "eliminate numerical
goals, numerical quotas and management by objectives." Toyota does
mention numerical goals. However, the way they talk about numerical
goals I do not feel conflict with Deming's point. For example, see:

   http://evop.blogspot.com/2006/02/innovation-at-toyota.html

I believe they subscribe to: "Drive out fear and build trust." But
that doesn't prevent conflict at times that certainly must bring up
fear in some. But taking this seriously and attempting to work on
doing this I think is part of Toyota's management system.


    John Hunter
    www.johnhunter.com