Spending a day immersed in Toyota’s world in Japan, alongside Isao Yoshino, a distinguished 40-year Toyota veteran and mentor to John Shook, offered profound insights into leadership and the Toyota Production System. Witnessing Toyota’s assembly line operations firsthand was impressive, but the real highlight was the in-depth discussions with Yoshino-san about leadership principles that underpin Toyota’s success in Japan and globally.
CLICK HERE to access a curated PDF summarizing 10 key Toyota leadership lessons shared by Mr. Yoshino.
Isao Yoshino, the author, and her husband John, during a visit to Toyota Japan, discussing Lean leadership principles.
Having previously met Yoshino-san at the Lean Coaching Summit, I was honored to have him guide us through the Motomachi plant in Toyota City during this visit to Japan. His invaluable commentary enriched our understanding of the plant operations. The afternoon was dedicated to engaging conversations over lunch and at his office, delving into Lean methodologies, leadership strategies, and the nuances of Japanese business culture. My husband, recognizing the unique opportunity, joined me to absorb TPS knowledge directly from a primary source.
Visitors from around the globe come to Toyota Japan to observe and learn about the renowned Toyota Production System in action.
Yoshino’s Reflections on Lean Leadership at Toyota Japan
Our conversations with Yoshino-san revealed critical takeaways about the essence of Lean leadership within Toyota Japan.
Believe Deeply in Kaizen
A fundamental belief for any manager or leader, according to Yoshino-san, is in the power of kaizen – continuous improvement. While process expertise isn’t mandatory, a sincere appreciation for kaizen, embracing change and ongoing enhancement, is crucial.
Cultivating trust and maintaining consistency are vital. Leaders should celebrate the effort invested in improvement, not solely the immediate outcome. Embrace failures as invaluable learning opportunities. This mindset is deeply embedded in Toyota Japan’s approach to problem-solving and innovation.
Persistence is Key in Implementing Change
Yoshino-san recounted his experiences training General Motors managers in the U.S. as part of the Toyota-GM joint venture NUMMI. He often faced skepticism, with comments like, “Yoshino, changing culture is not easy.” However, NUMMI’s success demonstrated that cultural transformation is indeed possible. The key is persistence. Consistent effort and reiteration are essential to instill new principles and practices within an organization, mirroring Toyota Japan’s long-term commitment to Lean principles.
Gemba Visits Demonstrate Care and Respect
A cornerstone of Lean management, distinct from traditional approaches, is the practice of “going to gemba” – the actual place where work is performed. Initially, I perceived gemba visits primarily as data collection exercises to grasp the on-the-ground reality. However, Yoshino-san illuminated a more profound purpose: gemba visits are a powerful way to show care. “Going to gemba makes people feel like they are important,” he explained. While factual observation remains important, the primary aim is to convey genuine care for the individuals performing the work. This respect for the workforce is a defining characteristic of Toyota Japan’s management philosophy.
Focus on Teaching the Problem-Solving Process
Effective leadership involves setting clear targets (“This is the expected result”) and then guiding individuals on how to achieve these goals. Critically, this isn’t about dictating solutions but rather demonstrating and explaining the problem-solving process itself. Managers should teach the methodology they would employ to reach the target.
Training imparts knowledge and can shift mindsets, but knowledge alone is insufficient. Yoshino-san and his colleagues conducted a three-week training program for GM managers at NUMMI, which initiated a change in their thinking. However, true learning materialized when leaders and trainers actively demonstrated Lean management on the shop floor, guiding practice and fostering behavioral change. This hands-on, process-oriented approach is central to developing problem-solving capabilities within Toyota Japan.
Words Shape Culture: Share, Don’t Just Teach
The language used by leaders is impactful. Yoshino-san emphasized “sharing” knowledge, experiences, and ways of thinking rather than simply “teaching.” The subtle shift from teacher to sharer fosters a more collaborative and less hierarchical learning environment, aligning with Toyota Japan’s emphasis on teamwork and mutual respect.
Patience Fosters Understanding and Adoption
Sometimes, individuals may not readily accept new ideas or experiences. In such cases, patience is paramount. Instead of forceful instruction, leaders should lead by example. Act in accordance with the desired behaviors and demonstrate the positive results of these actions. This approach generates interest and “pull” – in Lean terms – encouraging others to inquire and learn. This patient, demonstrative leadership style is often observed within Toyota Japan’s organizational culture.
Seek and Nurture the Good in People
An effective manager or coach excels at identifying and nurturing the positive attributes within individuals – both as people and in their skills and thinking.
Building rapport and trust is essential. Invest time in understanding individuals on a personal level. Show genuine interest in them as human beings. Care is the foundation, and respect is reciprocal. “Make a small effort to give a little bit extra every day” to strengthen human connections. Demonstrate that you care.
Employ questioning to gauge an individual’s skill level and knowledge base. Avoid criticizing initial responses. Instead, identify the positive aspects of their thinking and probe further with “why” to deepen understanding. Cultivating a “yes” mindset is crucial for fostering open communication and continuous learning within teams at Toyota Japan.
Toyota Plant Tour: Observing Principles in Action
Our day with Yoshino-san included a standard tour of the Motomachi plant, providing a glimpse into Toyota’s operational excellence. Photography was restricted inside the plant, but the on-site museum offered fascinating exhibits. I am keen to explore other Toyota museums and bring my four-year-old son to a factory tour, as he would be captivated by the robots in action!
A Toyota robot showcases its versatility by playing "Pomp and Circumstance", highlighting the advanced technology within Toyota Japan's facilities.
The initial part of the tour showcased the welding area, where, as the brochure states, “high productivity and precision are achieved through the latest stamping machines and high-speed transfer robots.” We observed mixed model production flowing through the welding line, where “robots weld approximately 400 body parts to assemble a car.”
Robotic precision defines the welding process at Toyota Japan, where automation plays a crucial role in vehicle manufacturing.
The latter part of the tour focused on the assembly area, viewed from an elevated catwalk. The stamping and welding processes were largely automated with minimal frontline human presence, and managerial presence was also not immediately visible in these areas. However, the management system became more apparent in the assembly section.
The assembly area involved significant human workforce collaboration with machines and robots. Team leaders, distinguished by different colored hats, were actively present on the line, supporting frontline operators whenever an andon light signaled an issue. This demonstrated the blend of automation and human oversight crucial to Toyota Japan’s operational efficiency.
What Are Your Thoughts?
Which of Yoshino-san’s leadership principles resonate most strongly with you? What experiences have you had observing Toyota or other Lean operations firsthand at the gemba?
Share your insights in the comments below.
Stay Updated on Gemba Insights
Following this visit, I participated in a Lean study trip to three other Japanese manufacturing organizations hosted by Makoto Investments. Subscribe to receive notifications of new blog posts, including reflections and photos from these insightful tours, further exploring the world of Japanese manufacturing and Lean principles.
