DailyKaizen

The work that is underway in the Model Line is quite literally massive both in depth of learning and number of people involved.  We have four large work streams all of which are challenging both the way that we do the work and the way that we think about the work.  As we move forward in transforming the work fo 675 people it can often feel overwhelming.  During the LEI conference everyone we talked to about our work told us were going farther and faster then we should.  Yet, most of the critical change requirements are in place.  We have a zealot leader that both trusts the process and leads by doing.  We are well supported in the areas of people, process and technology.  We also have very little choice.  The organization has invested a lot in this effort and we need to define the “way” for the rest of the organization to follow.

I often am asked how we are able to keep it all together.  Like with any large change process there is lots of noise.  There are always competeing priorities and more problems then resources and time to solve them.  Mainly we hold it together by asking the question “what does operations need?”  Toyota might be able to plan five years in advance, but us new to this world focus on what is need this week and next and the priority is always set by what we need to do to continue progress in our operational areas.   While all functions might be equal in importance we all exist to support operations.  If we focus on the needs of operations it helps us keep it all together.

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