Vice President Nakajima
We have enacted various visible measures, but for us the most important thing is cultural reforms.
In this regard, Chairman Akio Toyoda is taking the lead, personally visiting the genba to observe each step of the process and clarify the problems.
At Toyota, we organize TPS (Toyota Production System) Jishuken sessions, which bring together various related companies beyond Toyota Motor Corporation.
These study sessions are held monthly, and when I visited one recently, I was genuinely moved to see everyone in their different uniforms, putting their heads together to solve their problems and concerns.
However, the truth is that it also highlighted how much we had neglected visiting the genba.
I had assumed I could just go to the genba and ask, “Is everything okay?” But if the vice president shows up on the factory floor, a big guy like me, I’m sure it’s not easy to speak openly, no matter what I say.
Instead, if you drop by regularly, you come to notice irregularities in the genba—a tool not in its usual place, for example, or a section that is normally neat and tidy not following through on the 4S’s (Sort, Set in Order, Shine, Standardize). We can properly identify these everyday changes and use our sensors to spot outliers.
Unless that happens, I honestly feel that any talk of listening to the genba will end up as mere lip service.
Most importantly, President Sato and the other members here today regularly visit the genba to ensure there are no problems, and check where problems might arise. In making these visits, one by one, we also hope to improve communication with the genba. Admittedly, this is still a work in progress. We recognize that cultural reform is a never-ending process.