Presentation Pointers

We have seen in recent weeks, the joy, the press seems to have jumped on the back of a Toyota when you recall some of their vehicles because of unexpected design errors.

Their luck seems to have little to do with the errors of their improvement, but it seems more a celebration of the Great Toyota has finally discovered.

For decades, we have stuck with stories about their profitability and their invincible progress of their second album with some work, soseems natural in a schoolboy sort of way, the opportunity to lash them the first sign of weakness to be taken.

What could be more valuable it would be possible reasons for this failure to detect.

Much has been written about the Toyota production system, but very little has been written about the people who run the system, line workers and supervisors.

Takishi Ohno, the man responsible for defining and implementing the Toyota Waysystem only authoritative book on "Toyota Production System."

This book, written by the master is used as a template in preparation for the European and North American production facilities.

Focuses exclusively on the management takes a production system that produced cars for customers, instead of the Western way of producing cars as possible as quickly as possible, so try to sell the car to the customer.

Themain difference is that Toyota is buying us the exact vehicle we wanted, while the western equivalent vehicle, car manufacturers think we want. The car is reduced to a price, though not exactly what we want, we buy, because it is cheap.

Toyota's philosophy is so radical and requires a strategy for change management that the change of the production itself overshadowed some more fundamental differences betweendrivers of performance in the East and West.

For this reason. When Toyota's production in the West was the emphasis on the details of the process and not the person who performed the procedure

Bob Nelson, author of "Stop-economy Down" tells us that "the average number of proposals from an American worker, the performance of its business to improve, is 1.1 per year, the same amount for a worker Japanese. 167 proposals a year. "

Thissuggest that there is a significant difference between how employees feel about what Japan does and how workers in North America to hear what they are doing.

Once the new Toyota plant construction in the West that they are trying to slavishly do the details of the Toyota Production System to copy without understanding the difference between the way in which employees in the East, in comparison with the West believe that they did.

Today the difference is calledinvolvement.

Employers in the West to realize the value that occurs when a workforce is employed, but, unlike the current investigation to find out how to get involved or not, their staff, very few people can understand that the commitment to creation of an otherwise unengaged staff, and fewer know how to do it.

Cars, Toyota has recalled all built in the West.

It 'possible that the error that caused the memory does not occur in vehiclesEast, "workforce, that they be recognized and treated with a product, while in the West to" liberate the staff knew of problems but they were not reported because Toyota Western leaders can not do their forces to call.

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