Comments on: Toyota http://thetalentcode.com/2009/04/17/toyota/ Just another WordPress weblog Fri, 30 Jul 2010 05:43:29 -0600 http://wordpress.org/?v=2.8.6 hourly 1 By: Models & Moguls http://thetalentcode.com/2009/04/17/toyota/comment-page-1/#comment-3939 Models & Moguls Tue, 27 Apr 2010 18:55:53 +0000 http://thetalentcode.com/?p=426#comment-3939 A valid principle is eternal and transcends today's 'news'. Within less then a year, as dire as Toyota's most recent 'failures' have been, they will be practically erased from public consciousness. Not due to any fantastic PR on Toyota's part...just due to the public's short attention span. We like to focus on the mistakes of others, mostly to redeem our own insecurities. Yet we are really reinforcing those insecurities and inhibiting our own positive development;stifling our own potential to take risks, fail, adapt and become successful. A valid principle is eternal and transcends today’s ‘news’.

Within less then a year, as dire as Toyota’s most recent ‘failures’ have been, they will be practically erased from public consciousness.

Not due to any fantastic PR on Toyota’s part…just due to the public’s short attention span.

We like to focus on the mistakes of others, mostly to redeem our own insecurities.

Yet we are really reinforcing those insecurities and inhibiting our own positive development;stifling our own potential to take risks, fail, adapt and become successful.

]]> By: djcoyle http://thetalentcode.com/2009/04/17/toyota/comment-page-1/#comment-3456 djcoyle Sun, 21 Mar 2010 02:23:18 +0000 http://thetalentcode.com/?p=426#comment-3456 Right. It hasn't been pretty, has it? I wonder how they're going to respond in deeper ways (beyond the PR part of this). I've heard some interesting predictions that this is going to make them stronger in the long run -- which seems frankly doubtful now. But no matter how you cut it, it's one heck of a test. Right. It hasn’t been pretty, has it?
I wonder how they’re going to respond in deeper ways (beyond the PR part of this). I’ve heard some interesting predictions that this is going to make them stronger in the long run — which seems frankly doubtful now. But no matter how you cut it, it’s one heck of a test.

]]> By: Martin http://thetalentcode.com/2009/04/17/toyota/comment-page-1/#comment-3453 Martin Sat, 20 Mar 2010 22:57:42 +0000 http://thetalentcode.com/?p=426#comment-3453 I love your point of view and book, however Toyota may not be the company of current that you want to point out as being talented and dedicated to improvement. Although it may be true, there public relations nightmare doesn't support that. I love your point of view and book, however Toyota may not be the company of current that you want to point out as being talented and dedicated to improvement. Although it may be true, there public relations nightmare doesn’t support that.

]]> By: Funny Business: How The Onion is like Toyota « The Talent Code http://thetalentcode.com/2009/04/17/toyota/comment-page-1/#comment-829 Funny Business: How The Onion is like Toyota « The Talent Code Thu, 05 Nov 2009 19:30:44 +0000 http://thetalentcode.com/?p=426#comment-829 [...] Toyota operates on the philosophy of kaizen, or incremental improvement. At Toyota, each person learns the company’s cultural langage by rote. Each participates in the improvement process, pointing out errors and recommending solutions, then triangulating toward a better system, step by step. For example: at the company’s Georgetown, KY, plant, the convertible top to the Camry formerly took 30 minutes to install; after a kaizen process — making perhaps a hundred tiny fixes and improvements — it takes only eight minutes. And it’s not just about efficiency — kaizen frequently results in new, creative solutions. Each assembly line makes thousands of such changes a year; they add up to create something beautiful. [...] [...] Toyota operates on the philosophy of kaizen, or incremental improvement. At Toyota, each person learns the company’s cultural langage by rote. Each participates in the improvement process, pointing out errors and recommending solutions, then triangulating toward a better system, step by step. For example: at the company’s Georgetown, KY, plant, the convertible top to the Camry formerly took 30 minutes to install; after a kaizen process — making perhaps a hundred tiny fixes and improvements — it takes only eight minutes. And it’s not just about efficiency — kaizen frequently results in new, creative solutions. Each assembly line makes thousands of such changes a year; they add up to create something beautiful. [...]

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