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Toyota’s Management History

Deming Institute

To enhance overall planning and, from a long-term perspective, achieve swift and precise decision making and execution through coordination among management structures. In 1979: A two-year management capability improvement program was implemented with the department and section managers specifying topics for operational improvement.

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The Dirty Little Secret About Digitally Transforming Operations

Harvard Business Review

Operations in a Connected World. Back in the 1980s and 1990s, lean manufacturing was the Big New Idea and it seemed like everyone was learning new tools with Japanese names. He summarized the issue very simply: “We can automate mathematics, we can automate design decisions, but we cannot automate changes in human behavior.”

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We Need a Better Language for Organizational Relationships

Harvard Business Review

We use vague terms like "line" and "dotted-line" or "team" and expect managers to be able to function effectively. As long as both the customer and the supplier have the power to terminate the relationship and work with other parties, the relationship normally works well. Another relationship is policy/operator.

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Breaking the Death Grip of Legacy Technologies

Harvard Business Review

The Future of Operations. automakers took decades to adopt lean production methods despite the obvious benefits from increased productivity and lower work-in-process inventory. NUMMI) in California, did not deploy lean manufacturing across the company for decades despite the clear advantages. Insight Center.