respect_for_people丰田对人的尊重.pdfVIP

The Equally Important “Respect for People” Principle by Bob Emiliani Lean community leaders have recently made two huge changes in how they present Lean. The first change is Lean as a management system rather than “Lean manufacturing.” Second, they are finally taking note of the long-established “Respect for People” principle. Why now? In part because there have been so few successful Lean transformations over the last 20 years. Another reason is that most other aspects of the Lean management system have been studied in detail, so this is the next territory to explore. This batch-and-queue non-integrative approach has severely increased the lead-time needed to properly educate people about Lean management – particularly the “Respect for People” principle. The “Respect for People” principle is one of two pillars of The Toyota Way [1]; the other is “Continuous Improvement.” The “Respect for People” principle has existed for several decades within Toyota’s management system, but has been almost entirely ignored by outsiders. In addition, this principle extends back to the 1900s and was recognized as essential by the creators of the Scientific Management system [2] – of which Lean management is its direct descendent [3] in tandem with Ford’s flow production system. In the old days, the “Respect for People” principle was referred to more narrowly as “Cooperation,” principally between management and labor [4, 5]. As many people have found out firsthand, practicing only the “Continuous Improvement” principle (called “Betterment” in the old days [2, 5]) leads to many problems. Foremost among them is management’s desire to improve efficiency and productivity usually results in layoffs, which slows down or halts improvement efforts. Root cause a