Group Members

Omer Bin Dilawar

Hassan Iqbal
Shoaib Malik

Learning to Lead at Toyota

PRESENTED TO: MR. HARRIS ASLAM

Agenda
Introduction

The Program
Power of Principles Lessons Learned

Introduction
Toyota famous production system makes great cars

and with them makes great managers .Here`s how one American hot shot learned to implicate Toyota`s DNA. The article was written by Steven J.spear.He is the author with H.Kent Bowen of Decoding the DNA of Toyota production System. Published in Sep-Oct 1999

The Program
Dallis arrived

introductory formalities
That integration was to involve 12 intensive weeks in

the U.S. engine plant and ten days working and making observations in Toyota and Toyota supplier plants in Japan.

The Power Principles

The insight that Toyota applies underlying principles

rather than specific tools and processes Recognizing that TPS is about applying principles rather than tools enables companies is a system of nested experiments through which operations are constantly improved It is another to have an organization in which employees and managers at all levels in all functions are able to live those principles and teach others to apply them

Lesson Learned

THERE ARE FOUR BASIC LESSONS BEHIND THE SUCCESS OF TOYOTA

Lesson 1
Theres no substitute for direct observation

Indirect method is no effective such as interview, surveys, reports, statistics, narratives and aggregate data

Direct observation is essential

Lesson 2
Purposed should always be structured as experiment

Once the specific cause of a problem is discovered, the next logical step is to find a solution. Toyota teaches their managers to look at the problem using a systemic approach that allows them to understand both the problem and solution.

Lesson 3
Workers and manager should experiment as

frequently as possible.

Toyota focus on so many simple experiment rather than on a few lengthy, complex Large complex changes make it difficult for managers to apply the problem solving techniques

Lesson 4
Manager should coach, not fix

Toyota encourages not just managers but all employees to constantly experiment to solve problems.

The more senior the manager, the less likely he was to be solving problems himself