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Toyota’s Secret: The A3 Report
While much has been written about Toyota Motor Corp.’s production system, little has captured the way the company manages people to achieve operational learning. At Toyota, there exists a way to solve problems that generates knowledge and helps people doing the work learn how to learn. Company managers use a tool called the A3 (named after the international paper size on which it fits) as a key tactic in sharing a deeper method of thinking that lies at the heart of Toyota’s sustained success.
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A3 management is a system based on building structured opportunities for people to learn in the manner that comes most naturally to them: through experience, by learning from mistakes and through plan-based trial and error.
Collaborative Enterprise: Enterprise 2.0 & The Flywheel
My triggering point for this post was a post by Peter Bergman in the Harvard Business blogs on the best way to change corporate culture. It is in many ways a recapitulation of fundamental issues organizations face on the cultural side. He says: "Performance reviews and training programs define the firm's expectations. Financial reward systems reinforce them. Memos and communications highlight what's important. And senior leadership actions — promotions for people who toe the line and a dead end career for those who don't — emphasize the firm's priorities. In most organizations these elements develop unconsciously and organically to create a system that, while not always ideal, works."
What all of this really boils down is two things - human and social capital. Toyota in my view could be one such company - the robust and high performance knowledge sharing network they have built across their supply chain is a case in point. See research paper here .
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"Toyota’s network has solved three fundamental dilemmas with regard to knowledge sharing by devising methods to (1) motivate members to participate and openly share valuable knowledge (while preventing undesirable spillovers to competitors), (2) prevent free riders, and (3) reduce the costs associated with finding and accessing different types of valuable knowledge
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Technology makes things possible; people collaborating makes it happen."
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TOYOTA WAY: 14 PRINCIPLES
The Toyota Way is not the Toyota Production System (TPS) . The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes TPS, also known as lean manufacturing. TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish. The Toyota Way consists of the foundational principles of the Toyota culture, which allows the TPS to function so effectively.
Wellsprings of Creation: Perturbation and the Paradox of the Highly Disciplined Organization — HBS Working Knowledge
Organizations can become more efficient in the short run by replacing costly, unpredictable problem solving activity with consistent, streamlined routines. However, this efficiency often comes at the cost of long-run adaptability. The more organizational activity is dominated by stable routines, the less the organization learns, and the more rigid and inflexible it becomes. To escape this fate, the authors of this working paper theorize that highly disciplined organizations must actively engage in strategic and selective perturbation of established routines.
Toyota ou l’anti-risque
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Sans réelle coordination centrale, les sous-traitants de Toyota se jettent sur le problème. Sorte de mouvement brownien. Tout le monde discute avec tout le monde. En 3 jours ils ont reconstitué les processus de fabrication détruits, alors qu’ils n’ont aucune connaissance du métier et des outillages nécessaires. (D’ordinaire, construire une usine et son outillage demande une année, voire plus.)
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Traduction pour l’entreprise : une surcharge d’informations (environnement incertain) conduit à saturer la direction de l’entreprise. Leurs subalternes doivent développer des courts-circuits qui ne passent pas par eux. D’où amélioration des performances de traitement d’informations. Effet inattendu : ces réseaux informels rendent l’organisation extraordinairement résistante. La perte de quelques éléments du réseau a peu d’effets.
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