Page 288 - The Toyota Way Fieldbook

Chapter 11. Develop Exceptional Team Associates 263

Other details about the suggestion program at Toyota are of an administrative
nature. In summary, the suggestion program is designed to be simple, intended for
all employees to use, designed to remove barriers common to many programs—
difficult to get and complete forms, ideas that must be “cost justified,” a cumber-
some approval process for all suggestions, and “little” ideas that are not widely
accepted—and most of all it creates a mind-set that everyone contributes to the
overall success and growth of the company by providing their ideas. Despite
this focus on little ideas, the suggestion program does have a significant pay-
back: a return on investment of seven-to-one is common.

TIP
A Process with Too Many Restrictions Will Limit
Participation
There are very few restrictions placed on continuous improvement
at Toyota. At many other companies management places “guide-
lines” or “restrictions” on ideas. These include not improving a
process that will be eliminated or moved from the plant soon,
and some ideas are not considered “important” enough. Toyota
improves all operations up to the very end, and no idea is con-
sidered too small or unimportant. If restrictions are placed on
when, what, or how important an idea is, there will not be high
levels of participation. At Toyota an idea must be acceptable, but
there are no other restrictions. This provides a consistent mes-
sage that continuous improvement means just that—continuous
and without limit. Restrictions send the message that some ideas
are acceptable, but only when management decides so.

Developing Team Associates for
Leadership Roles

Selecting team associates for leadership roles and developing them in those roles
is a critical matter within Toyota. The leaders are responsible for teaching and
coaching others in the Toyota Way. They must convey the message to the next
generation. They are also responsible for sustaining the daily operation and for
continuously improving. Potential leaders are carefully considered for traits
that they possess and for potential to grow. Like all important decisions, Toyota
makes a considerable effort to choose future leaders wisely, and the candidates,
as well as the leaders, put forth much time and effort to ensure the best decision.