The Toyota Production System is Not Nearly Enough
By Joseph Paris; Chairman, XONITEK Group of Companies
It’s been a tough several years for Toyota. Information gained from the Toyota website indicates that, in 2013 alone (as of October), there have been almost 3.5 MILLION vehicles recalled. Considering the total units produced in 2012 (latest annual figures available) was 9.9 million; that’s an annual recall rate of over 1/3rd (35%) of vehicles produced. And this does not include the unknown number of vehicles involved in “service bulletins”, which are problems known to the company that require remedial action, but do not warrant a formal recall. To give some perspective, if the average burdened cost to Toyota of the recall was only $100 per unit (a modest assumption, to be sure) the total cost of the recalls, so far, would be $350 million dollars.
These are the kinds of numbers – and this is the kind of publicity – that should result in many sleepless nights for the leadership of Toyota and give cause for pause to the millions of disciples of the Toyota Production System (TPS) and the principles of Lean. Even the most fervent advocate of the TPS and Lean should be challenged to their core.
Certainly, with these outcomes, I would not want to emulate Toyota if I were a business leader (and I am) without a level of skepticism and some considerable due-diligence.
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XONITEK Survey: In Search of Great Change Agents
By Douglas Garner
When an organization goes in search of great change agents, what exactly sets apart the individuals most likely to succeed? Is it background? Training? Having a good boss? Or is it something deeper-perhaps even something that could be measured? XONITEK is engaging with a research partner to develop a tool for doing exactly that. Find out about this research study and how your organization can participate and benefit from it.
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Take the Survey here (You will also receive a copy of the final results)
The Silver Bullet of Business Success
By Curtis Chocholous
3 Powerful Questions that will Quickly Unleash the Extraordinary and Profitable Leader in You!
When an organization has too many ‘urgent & important’ things routinely in process, the organization becomes disconnected and disables its ability to successfully keep ‘real’ progress in motion.
Too many competing and changing priorities will naturally dilute and weaken employee focus; steal valuable time, talent and energy, and will consequently lead to high employee frustration and an increased number of non-value added outcomes. Relationships begin to wither, trust starts to wane, and as result the organizational community and business as a whole suffers.
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TRUST ME – I’M AN ENGINEER
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Trinity DeMars – Editor & Director of Operations
OpEx Society & Industry Events
LMJ Board Member and XONITEK’s Chairman, Joseph Paris, explores the financial industry’s attempts at lean and shows where the real savings have been made.