LeanBlog Podcast #2 Show Notes and Timeline
More on airport near misses here and here
2:55 Respect for people, the key difference between Toyota and [bad word] who aren't maximizing lean
4:45 Why managers are responsible -- not setting up the process properly and not giving power to the people who are in contact with the customer
6:00 Toyota realized that to give people respect, you have to give them power
6:30 In his first trip to Japan in 1981, Norman didn't see people waiting in the factories
6:55 How "jidoka" and the separation of man and machines allowed one person [bad word] seven machines
8:21 Why it's OK to have the machine wait instead of having people wait
8:31 Norman is speaking at the Lean Accounting Conference
9:30 "The machine should be no bigger than five times the size of the part."
10:45 How do we get managers to take responsibility for the design of the system?
11:55 How Fujio Cho changed the "line stop" by adding time buffers, so the whole factory doesn't shut down -- why Taiichi Ohno wouldn't have liked that
12:20 Ohno liked the whole plant to shut down because it forces you to find the root cause
13:32 Why you don't criticize people as a manager, how to bring out creative ideas
14:54 "Toyota was the [bad word] organization in Japan... Ohno was a terror... but from [bad word] the most humanistic management system."
15:34 "Toyota manager is told to ask, not tell."
16:55 "Blame closes people up like an oyster."
18:39 Why we should want people to make their own work easier and more interesting
19:25 "If we want [bad word] with the Toyotas of the world, we have to learn how to bring out the best of our people."
19:38 "We send work to China and [bad word] here to make cars."
19:50 Discussion of Toyota's hiring approach and selectivity
22:10 Our management system is broken...
23:00 How healthcare is better about no layoff pledges along with lean and how
that helps