Farid
Well-Known Member
I would recommend everyone to read the continuous improvement thread on the 2ZM.
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I would be interested to hear what people think.
There is a lot of irony here. Central to the Toyota Way's concept of Kaizen is that employees and stakeholders should feel empowered to identify and raise issues, so they can be rectified at the source, before they cause more damage to the organization. They should feel safe to raise issues without fear of retaliation from company leadership. For example, at Toyota plants, even low level operators have the ability to stop an entire line when they see something is wrong.
Kaizen applies not just to engineering and manufacturing practices, but to the organization as a whole - all levels of the organization should fully embrace this culture, and this always requires deep self reflection.
I have no idea what went on between Ryan and Yoosh. I was not there, i dont know whos in the right and whos in wrong. I wont speculate, cuz i dont know facts.
Either this forum has a high proportion of clervoyent individuals, or the trend is clear.
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