Toyota presentation highlights lasting impact of lean transformations
That’s the best way to describe how our Center for Operational Excellence members and guests left our seminar this past Friday following a rousing, inspiring presentation from Jamie Bonini, general manager of the Toyota Production System Support Center.
Bonini powerfully made the case to a crowd of nearly 150 that the guiding principles of operational excellence can make a lasting impact anywhere – and at COE, that’s what we’re all about.
Bonini illustrated the Toyota Production System implementation strategy TSSC has thus far used with more than 200 organizations, which range from manufacturing – a classic setting for lean implementation – to the more unusual nonprofit realm. Roughly 40 of these projects are under way in a normal year for TSSC, which has been around since 1992.
A deeply compelling case study that attracted attention earlier this year in the New York Times involves TSSC’s work with the Food Bank for New York City, where wait times for meals have plummeted and efficiency at the food pantry has skyrocketed. Check out a video of TSSC’s work with the food bank.
What resonates from this, and other videos from TSSC, is not only the success of the transformations but the passion that spreads like wildfire throughout the organizations they work with. My favorite part of the Food Bank video comes about 11 minutes in, when Teisha Diallo, program director Project Hospitality unguardedly voices the thrill of seeing the food pantry line running much more efficiently.
“When I come around that corner, the line is gone, and I’m like, ‘Yes!’” she exclaims.
Not that getting there is easy – and that’s where Bonini imparted some valuable takeaways on starting a transformation at the right time, in the right way, and with the right leaders on board. His most compelling advice came when he said it’s not a crime to reschedule a lean rollout if the time isn’t right. Often, Bonini said, the lack of an underlying drive to have a problem-solving culture can be a holdup – or a deal-breaker if it isn’t resolved.
“If you’re not willing to build an organizational problem-solving capability, then don’t bother (with an implementation),” Bonini said. “It’s often a very difficult missing element from what I see (with organizations).”