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Lessons learnedExperience excerpt · English

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
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ZA

Jidoka [1] is a key feature of Toyota's manufacturing process that emphasizes detecting defects before they make it out the door and empowering workers to stop the line and get to the root of the problem. It's weird that this isn't a no-brainer for most orgs but I guess there's enough profit incentive in shipping faster at the cost of quality. [1] https://en.wikipedia.org/wiki/Autonomation

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JA

As soon as something becomes a religion it loses most of its value. To me the 'Toyota way' was more of an illustration than an exact guideline to follow and I've found this to be true for most of these things that tend to become a religion. Scrum, TDD etc all have this potential to become fodder for consultants that essentially sell a dream that they can not deliver on. But that doesn't mean there isn't a kernel of truth in there.

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AN

I don't dispute this, but at the same time, the cars from Toyota and Honda during the 1980s were vastly higher quality than their American and European counterparts. This could have contributed to the desire to emulate TPS.

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ZA

First off, name a single auto company that hasn't had a recall in its history. I think it's a bit unfair to point at a recall and imply that the systems they employ are bad because of it. Secondly, more to your point, I'm certainly not trying to defend the whole system or even imply that it's effective at accomplishing its stated goals. I'm merely saying that the concept of encouraging employees working with/creating/designing a product to point out flaws and making a point of digging into where defects are introduced is a good idea. I definitely can't speak to how well that philosophy is applied at Toyota but I think that's moot regardless.

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VA

Same for their JIT supply management. The attitude I have a hard time mitigating with manufacturing contractors years after the global supply chain have deteriorated.

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AJ

Toyotas DO break less. But their designs are stodgy, very slowly updated, and generally draw premium prices. So customers keep flashier makes in business.

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BA

I'd like to apologise for the overly aggressive tone of this comment: I was drunk when I posted it. I have long since learned that drunk posting is a bad idea and yet, sometimes, I still am unable to resist that temptation. Anyway, this post isn't kind, and whilst I do have some issues with the TPS and think Toyota's history is often misrepresented, nobody needs to read a frothy mouthed rant about it.

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