“Operational Excellence is a state of readiness that is attained as the efforts throughout the organization reach a state of alignment for achieving its strategies; and where the corporate culture is committed to the continuous and deliberate improvement of company performance AND the circumstances of those who work there – to pursue ‘Operational Excellence by Design‘, and not by coincidence.”-Joseph F Paris Jr; Chairman, XONITEK® Group of Companies
By Joseph Paris; Chairman, XONITEK Group of Companies
It’s been a tough several years for Toyota. Information gained from the Toyota website indicates that, in 2013 alone (as of October), there have been almost 3.5 MILLION vehicles recalled. Considering the total units produced in 2012 (latest annual figures available) was 9.9 million; that’s an annual recall rate of over 1/3rd (35%) of vehicles produced. And this does not include the unknown number of vehicles involved in “service bulletins”, which are problems known to the company that require remedial action, but do not warrant a formal recall. To give some perspective, if the average burdened cost to Toyota of the recall was only $100 per unit (a modest assumption, to be sure) the total cost of the recalls, so far, would be $350 million dollars.
These are the kinds of numbers – and this is the kind of publicity – that should result in many sleepless nights for the leadership of Toyota and give cause for pause to the millions of disciples of the Toyota Production System (TPS) and the principles of Lean. Even the most fervent advocate of the TPS and Lean should be challenged to their core.
Certainly, with these outcomes, I would not want to emulate Toyota if I were a business leader (and I am) without a level of skepticism and some considerable due-diligence.
When an organization goes in search of great change agents, what exactly sets apart the individuals most likely to succeed? Is it background? Training? Having a good boss? Or is it something deeper-perhaps even something that could be measured? XONITEK is engaging with a research partner to develop a tool for doing exactly that. Find out about this research study and how your organization can participate and benefit from it.
3 Powerful Questions that will Quickly Unleash the Extraordinary and Profitable Leader in You!
When an organization has too many ‘urgent & important’ things routinely in process, the organization becomes disconnected and disables its ability to successfully keep ‘real’ progress in motion.
Too many competing and changing priorities will naturally dilute and weaken employee focus; steal valuable time, talent and energy, and will consequently lead to high employee frustration and an increased number of non-value added outcomes. Relationships begin to wither, trust starts to wane, and as result the organizational community and business as a whole suffers.
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