Group 1 Principle 6 discusses standardized tasks and continuous improvement. It compares different philosophies including rigid standardization focused on squeezing productivity, industrial engineering focused on applying standards on the shop floor, and Toyota's philosophy of collaborative, learning-by-doing efforts between management and workers to develop standards. The document also notes that quality can only be guaranteed with standard procedures, and that coercive systems differ from enabling systems that allow for customization, flexible improvisation, and help employees control their own work. It states that handling the complexity of a new vehicle launch requires standardizing work in a balanced way without giving complete control to any single group, and that Toyota's innovative approach involves developing a pilot team.

1. Group. 1
Principle 6:
Standardized Tasks Are the
Foundation for Continuous
Improvement and Employee
Empowerment

2. •Rigid Standardization
•Squeezing out productivity by force
•Computerized crunching numbers while
disregarding work quality.
Industrial
Engineering
Principle
•Learning through application on shop floor
•Standardized work should be a cooperative
effort between the foreman and the worker
TWI
Philosophy
•Learning by doing
•Builds collaborative teams rather than conflict
between employees and management
Toyota’ s
Standardized
Philosophy

3. Toyota’sStandardized
Philosophy
Takt Time
Sequence of
Process
Inventory on Hand

5. Quality can be guaranteed only with standard procedures

6. Taylor's (1947)

9. Coercive Systems and Procedures Enabling Systems and Procedures
Focus on Performance
Highlight poor performance
Focus on best practice method : information on
performance standards is not much use without
information on best practices for achieving them
Standardize the systems to minimize game playing
and monitoring costs.
System should allow customization to different levels
of skill/experience and should guide flexible
improvisation
Systems should be designed so as to keep employees
out of the control loop.
Systems should help people control their own work:
help them form mental models of the system by “glass
box” design
Systems are instruction to be followed, not
challenged
Systems are best practice templates to be improved

10. Handing the chaos of getting an army of
people involved in creating
launching anew vehicle is to standardize
the work in a balance way that doesn’t give
complete control to any group of employees.
 Having only engineers devise the
standards would be a form of
Taylorism.
Toyota s innovative approach is to
develop a pilot team

11. •
President of Toyota s Kentucky

12. Specific
improve