their transformational efforts by relying on outside consult- ing companies to ‘make them lean’ using ‘standardized tool sets’ instead of internalizing the transformation. What was, by design, a coaching model with a teacher/student relationship had morphed into a project-focus on delivering measurable results through kaizen blitzes. In this article we would like to
address why we think organizations have been struggling to go lean and provide some suggestions for a positive way forward. We believe there are four main barriers to achieving the Toyota Way which, as defi ned by Toyota’s own internal model, is to develop a system that is continually improving while respecting people by challenging and developing them.
Barrier 1: An Epidemic of Short-Term Thinking The ability to focus on long-term
objectives has been a critical factor for success at Toyota. Coupled with this long-term focus, we have also found a culture of respect and deep functional knowledge at all levels in the organization. This isn’t dumb luck or an accident. Closer study shows that the board of directors at Toyota is made up of current Toyota leaders who themselves are accountable for supporting the culture and driving improvements. They are true leaders and teachers that bring an intimate knowledge of the business through countless decades of experience. This most senior leadership is able
to strongly advocate for the companies’ vision and mission because they have spent their entire careers on the inside of the very system they’re now coaching. With this experience and understand- ing, they are able to provide superior coaching and guidance to the leaders
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within Toyota and hold them accountable to deliver on their objectives in accordance with their values. This teacher/student relationship is repeated down through the organization so that each level of the organization is focused on delivering results