I worked for a company that swallowed the (so-called) Toyota schtick hook, line, and sinker
… I worked for a company that swallowed the (so-called) Toyota schtick hook, line, and sinker. About 14 years ago I tolerated some Toyota UK fossil coming in and berating me, in front of my entire team, for being a crap project manager, in spite of I was the most reliable and accurate product manager said (very successful and healthily growing) company had at the time. Seriously, still, fuck that guy with a nail-festooned cricket bat. I fucking shipped everything within the constraints I'd descrived at the beginning of the project, and it did great in the market. Anyone who doesn't like it is welcome to kiss my ass. But whatever. Toyota or, more accurately, consultants who like to hawk the Toyota Production System (TPS), talk a good game, but the reality isn't always aligned with the ideals. Jidoka is evidently not a reality at Toyota, and they aren't much more enlightened than other orgs when it comes to pointing out problems, despite their A3 reports and multicoloured boards. …
Original discussionNormalization of Deviance (2015)219 source comments · at import