Earlier quoted context omitted.
One of the key questions in my due diligence practice is whether people are allowed to 'be negative' and to literally stop the line to avoid shipping a defective product. This one question tends to separate out a very large fraction of companies that take unacceptable risks and allows the ones that don't to be justifiably proud of their attitude towards risk. These are not trivial things either, medical devices and s…
Jidoka [1] is a key feature of Toyota's manufacturing process that emphasizes detecting defects before they make it out the door and empowering workers to stop the line and get to the root of the problem. It's weird that this isn't a no-brainer for most orgs but I guess there's enough profit incentive in shipping faster at the cost of quality. [1] https://en.wikipedia.org/wiki/Autonomation
I worked for a company that swallowed the (so-called) Toyota schtick hook, line, and sinker. About 14 years ago I tolerated some Toyota UK fossil coming in and berating me, in front of my entire team, for being a crap project manager, in spite of I was the most reliable and accurate product manager said (very successful and healthily growing) company had at the time. Seriously, still, fuck that guy with a nail-festooned cricket bat. I fucking shipped everything within the constraints I'd descrived at the beginning of the project, and it did great in the market. Anyone who doesn't like it is welcome to kiss my ass. But whatever.
Toyota or, more accurately, consultants who like to hawk the Toyota Production System (TPS), talk a good game, but the reality isn't always aligned with the ideals. Jidoka is evidently not a reality at Toyota, and they aren't much more enlightened than other orgs when it comes to pointing out problems, despite their A3 reports and multicoloured boards.
The Reckoning, by David Halberstam, makes it clear that "Toyota-like" practices aren't unique to Toyota amongst Japanese auto manufacturers. It also makes clear that these practices primarily exist to keep workers engaged and morale high (because, for those of you who've never worked on a production line [I have], in case there's any doubt in your minds, yes, it's boring as fuck).
The reason Toyota was much more successful than other Japanese auto makers in the second half of the 20th century is bugger all to do with their production process, and is instead the result of them being more aggressive and decisive in the wake of WWII: they simply opened a bigger factory sooner than their competitors and were therefore able to meet demand better. This gave them a trading advantage that lasted decades. The TPS didn't hinder their advantage, but it's absolutely disingenuous to claim it as the root cause.
Do NOT drink this koolaid about the TPS. I'm not saying there's nothing of value in it (I like genchi genbutsu, for example), but take it all with a pinch of salt. The value depends on who you are, who your team is, and how as a group you best operate. Fork-lifting business practices thoughtlessly from one organisation to another often doesn't work that well and TPS is no exception. It's no better than Agile cargo-culting but, because TPS is less mainstream, perhaps hasn't come under the same critical scrutiny.
Plus TPS's penchant for fault finding and negative culture overall just pisses people off and drags them down when they are (or should be) engaged in more creative problem solving. So something didn't work out: get over it, move on, and find another solution. Don't spend ages navel gazing about it. WTF? Seriously, if you think nitpicking everything and everybody makes you a good manager, you're an idiot and you should find another vocation. Fuck the fuck off. You're a tedious oxygen thief who's boring everyone.
Maybe it makes sense when you build the same thing over and over and over again, but we don't do that and we never did so it was always ridiculous to expect this to work well (and I say this as someone who, good faith, gave it a go, but the problem is that perhaps all the people pushing it at the time weren't acting in good faith).