Comments on: Construction Executive Lessons from the Toyota Visit http://www.reformingprojectmanagement.com/2006/05/18/607/ The magazine for the project age Fri, 15 Apr 2011 17:20:14 -0700 http://wordpress.org/?v=2.8.5 hourly 1 By: Hal http://www.reformingprojectmanagement.com/2006/05/18/607/comment-page-1/#comment-7176 Hal Mon, 17 Jul 2006 14:38:03 +0000 http://www.reformingprojectmanagement.com/2006/05/18/607/#comment-7176 Most of the stuff hanging on the walls had to do with current team efforts for improving their work. There were a few large banners -- Customer Service Awards -- but few slogans. However, I don't see a problem per se with slogans, in spite of Dr. Deming's advice. I think the general worry is walking the talk. I don't see a danger of that at Toyota. Most of the stuff hanging on the walls had to do with current team efforts for improving their work. There were a few large banners — Customer Service Awards — but few slogans. However, I don’t see a problem per se with slogans, in spite of Dr. Deming’s advice. I think the general worry is walking the talk. I don’t see a danger of that at Toyota.

]]> By: Mark Graban http://www.reformingprojectmanagement.com/2006/05/18/607/comment-page-1/#comment-7175 Mark Graban Mon, 17 Jul 2006 12:31:09 +0000 http://www.reformingprojectmanagement.com/2006/05/18/607/#comment-7175 Great post. One question I have -- Toyota was influenced by Deming who said to get rid of the slogans and exhortations hanging on the walls. When I toured NUMMI, I saw a lot of that and you're describing it at TMMK. I wonder if that the Toyota approach or an "American-ization" of the system, to use those slogans and such since they are so common (and so often mis-used) in U.S. factories. Any thoughts? Great post. One question I have — Toyota was influenced by Deming who said to get rid of the slogans and exhortations hanging on the walls. When I toured NUMMI, I saw a lot of that and you’re describing it at TMMK. I wonder if that the Toyota approach or an “American-ization” of the system, to use those slogans and such since they are so common (and so often mis-used) in U.S. factories. Any thoughts?

]]> By: Hal http://www.reformingprojectmanagement.com/2006/05/18/607/comment-page-1/#comment-4207 Hal Fri, 26 May 2006 16:47:36 +0000 http://www.reformingprojectmanagement.com/2006/05/18/607/#comment-4207 Jon is right questioning my numbers. I got them backwards. Norman published a book on it <a href="http://www.amazon.com/exec/obidos/ASIN/0915299747/" rel="nofollow">40 Years, 20 Million Ideas: The Toyota Suggestion System</a>, Productivity Press. Jon is right questioning my numbers. I got them backwards. Norman published a book on it 40 Years, 20 Million Ideas: The Toyota Suggestion System, Productivity Press.

]]> By: Jon Miller http://www.reformingprojectmanagement.com/2006/05/18/607/comment-page-1/#comment-4183 Jon Miller Thu, 25 May 2006 02:06:24 +0000 http://www.reformingprojectmanagement.com/2006/05/18/607/#comment-4183 Great article. It looks like your team came away with some valuable lessons from the benchmarking trip to TMMK. I question the 40 million ideas in 20 years, 100 per person per year. That's practically one every other day, per person. More likely 4 million ideas, working out to one per month per person, which is Toyota's stated rate for their suggestion system. Impressive numbers, nonetheless. Great article. It looks like your team came away with some valuable lessons from the benchmarking trip to TMMK.

I question the 40 million ideas in 20 years, 100 per person per year. That’s practically one every other day, per person. More likely 4 million ideas, working out to one per month per person, which is Toyota’s stated rate for their suggestion system. Impressive numbers, nonetheless.

]]> By: Chuck Yorke http://www.reformingprojectmanagement.com/2006/05/18/607/comment-page-1/#comment-4180 Chuck Yorke Wed, 24 May 2006 21:07:56 +0000 http://www.reformingprojectmanagement.com/2006/05/18/607/#comment-4180 I agree with Joe. This is a wonderful summary and a wonderful demonstration by Gary Convis that executives are not "too important" to spend time helping others grow. That's an example all leaders should follow. I agree with Joe. This is a wonderful summary and a wonderful demonstration by Gary Convis that executives are not “too important” to spend time helping others grow. That’s an example all leaders should follow.

]]> By: Joe Ely http://www.reformingprojectmanagement.com/2006/05/18/607/comment-page-1/#comment-4085 Joe Ely Fri, 19 May 2006 12:47:48 +0000 http://www.reformingprojectmanagement.com/2006/05/18/607/#comment-4085 what an awesome summary these folks made, Hal!! this is, in itself, a wonderful summary of Lean. Importantly, these execs will learn more as they do it. They are fortunate to have you as a coach. How impressive for Gary Convis to spend a valuable hour of his time with you...that speaks volumes by itself. what an awesome summary these folks made, Hal!! this is, in itself, a wonderful summary of Lean.

Importantly, these execs will learn more as they do it. They are fortunate to have you as a coach.

How impressive for Gary Convis to spend a valuable hour of his time with you…that speaks volumes by itself.

]]>