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Toyota Way - Question No. 3 for Jeff Liker

Many American and European companies are focused on the short term financial results more than on the real and long term development of human resources and the corporate culture. The employees as well as the managers are changing their jobs between the companies very frequently. Is it the real obstacle for Toyota Way?
Obviously this is a real obstacle, maybe the biggest single obstacle. We work with many companies as consultants and our approach is always to work through people in the company. We would rather implementing lean take extra time and someone in the company is struggling through solving the problem and learning rather than our consultant telling them the right answer and perhaps getting it right more quickly. The goal is always develop people as you develop the process. Repeatedly we begin to see real culture change as leaders start to think differently about wastes and team members start to open up and admit to problems that need solving. This is a real breakthrough time in the Toyota Production System for these operations. At that point it is not uncommon to have the plant manager transferred, or perhaps the six sigma black belt we are training gets reassigned to another project in the middle of working with us. This destroys the continuity of the transformation process. We always view the transformation process at two levels: the process being transformed and the people being transformed. The people transformation process depends heavily on leadership and discontinuities in leadership and specifically philosophy destroys momentum.

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