While Toyota Production System (TPS) has expanded worldwide
due to Toyota’s remarkable performance, ISO9001 registrations also have
been increasing worldwide with poor performances.
But as Mr. Seddon sharply pointed in his book of “The case Against ISO900”,
the both system have completely different management concept and methods.
Recently “The Toyota Way”, written by Jeffrey K. Liker, has published.
In a section called “Keep Quality Control Simple and Involve Team
Members” of the book, there is a reference to ISO9000.
He says “Things like ISO9000 that calls for all kinds of detailed
standard operating procedures, have made companies believe that if
they put together detailed rule books the rule will be followed. Quality
planning departments are armed data analyzed using the most sophisticated
statistical analysis methods. Six Sigma has brought us roving bands
of black belts who attack major quality problems with a vengeance,
armed with an arsenal of sophisticated technical method. At Toyota
they keep things simple and use very few complex statistical tools.”
And he writes about Don Jackson’s experiences.
Don Jackson, VP of manufacturing for Toyota’s Georgetown plant, was
a quality manager for a U.S. auto supplier before joining Toyota.
He had been a stickler for detail and defended the complex quality
manuals he had helped write.
At Toyota he learned the power of simplicity. As he described it,
“Before joining Toyota I made a lot of policies and procedures too
difficult to follow. They are doomed for failure.”
He still participates in some quality audits of suppliers, but his
approach and philosophy are now completely different from the more
bureaucratic mindset he had before joining Toyota.
I think he has experienced the two completely different paradigms
mentioned in “Two different paradigms related to ISO9000: Mar.1w,
2003” of Basic knowledge corner on this website. |