Genchi Genbutsu and the Toyota 4Runner

Participative Design in your product development efforts ensures that the customer and firm get the product right.  But, it takes some humility and a culture of continuous improvement and of being customer obsessed.  The three attributes I just mentioned completely describe Toyota.

The article below shows how Toyota applies the notion of Genchi Genbutsu in how they made the Toyota 4Runner.  This article is from Automotive Design and Production, October 2002:

"One of the benefits of this project was that our team was allowed to start from scratch."  Sure, there are incremental improvements. And then there are the starting — from-scratch projects like the 4Runner.

Furuyama on creating a better SUV (or a better anything else, for that matter.  "There is a phrase that is often used by vehicle development engineers at Toyota to explain the foundation of our engineering strategy. The phrase is genchi genbutsu. As a direct translation, genchi means ‘local’ or ‘on-site.’ Genbutsu means ‘real thing’ or ‘actual materials.’  "More loosely translated as a philosophy, it means: Go, see, and confirm.

"The phrase is a reminder that we cannot assume to know everything. And that it is counter-productive to assume that we do. More importantly-and especially for those of us who think we have all the answers — the phrase is a philosophical caveat."

So, in the case of the 4Runner, Toyota engineers based in Toyota City came to the U.S., the most important market for the 4Runner (Go). They worked with the people at the Toyota Technical Center in Ann Arbor and Toyota Motor Sales (Torrance, CA) in order determine how people use their vehicles and what the market is like (See). And they subsequently made modifications to their initial plans for what a 4Runner should be (Confirm).

Furuyama: "Where we began the development of the 4Runner was far from where we ended up.  In fact, it was about the distance between Japan and the U.S."

Genchi-genbutsu can make a whole lot of difference. Not only is it about being there, but it is, perhaps more importantly, about being able to accept that there are differences that may cause you to have to rethink your original suppositions.


Short URL: http://bit.ly/eMbb

Share This Post:



  • Digg
  • Facebook
  • del.icio.us
  • Suggest to Techmeme via Twitter
  • StumbleUpon
  • LinkedIn
  • email

2-pizza teams (10)
3 C's (3)
5S (38)
A3 Report (9)
adoption (7)
agile/software (59)
ajax (4)
amazon (53)
apple (3)
apple iphone (7)
axiom (3)
Aza Raskin (9)
backcountry.com (2)
berlin (1)
bill gates (1)
bill marriott (1)
blog tag (1)
book reviews (4)
bullwhip effect (5)
business (394)
business plans (3)
busm361 (13)
BzzAgent (12)
call center and queueing (11)
car buying (2)
Carbonite (1)
change management (5)
chicago (1)
click fraud (1)
click-to-ship (21)
clocky (2)
colin powell (2)
community (2)
company interviews (18)
company interviews (6)
complexity (32)
costs (8)
culture (7)
customer experience (10)
customer obsession (52)
customer recovery function (1)
customer segmentation (8)
customer service (17)
design thinking (14)
digg (4)
drum-buffer-rope (38)
dublin (1)
dynamic systems (24)
eBay (6)
economics (3)
efficiency (4)
ethnography (29)
family (18)
featuritis (15)
flexibility (1)
forecasting (2)
four performance dimensions (2)
Fun With The 2×2 Matrix (1)
game theory (7)
Gemba (67)
genchi genbutsu (68)
general (135)
germany (1)
google (15)
heijunka (65)
holidays (1)
hoshin kanri (1)
how to be a human (1)
IDEO (2)
image uploading (1)
iphone (5)
ishikawa (69)
IT at Toyota (67)
just-in-time (4)
kaizen (4)
kanban (46)
law of instinct (1)
Leadership (43)
lean (165)
Lean Consumption Maps (98)
learning curve (1)
licketyship (1)
mark cuban (1)
martin luther king (1)
mary poppendieck (1)
metrics (73)
microsoft (6)
milton friedman (1)
moving average (1)
muda (68)
nba fines (1)
net promoter score (nps) (1)
obeya (39)
Off-Topic (1)
onstar (1)
operations (108)
pageviews (3)
pareto principle (39)
patent (1)
peanut butter manifesto (2)
philosophy (3)
Poka-Yoke (6)
poppendieck (3)
powerpoint sucks (2)
private equity (4)
process measures (6)
product development (20)
productivity (4)
quality (41)
quasimodal design (1)
queueing theory (41)
Raffle (1)
rational choice (2)
regression analysis (18)
respect for people (6)
root cause analysis (60)
sarah+palin (2)
seth godin (1)
simplicity principle (10)
six sigma (128)
snowboarding (2)
social media (3)
spam (1)
statistical process control (46)
strategy (46)
suburban (1)
supply chain (24)
takt time (8)
teaching (2)
team size (9)
technology (104)
the beer distribution game (1)
the profit tree (7)
The Visual Factory (11)
theory of constraints (41)
time (2)
timeline (3)
tony+hsieh (11)
toyota (75)
travel (1)
trump bankruptcy (1)
turnaround (5)
twitter (8)
uspto (1)
utah deal flow (2)
variation (69)
venture capital (1)
Visual Management (11)
waste (59)
website traffic (2)
Wing Chun (2)
wisdom of crowds (1)
wisdom teeth (1)
word-of-mouth marketing (18)
yahoo (2)
zappos.com (12)
zero defects (3)

WP Cumulus Flash tag cloud by Roy Tanck and Luke Morton requires Flash Player 9 or better.


If you enjoyed this post, please consider to leave a comment or subscribe to the feed and get future articles delivered to your feed reader.

Comments

No comments yet.

Leave a comment

(required)

(required)


Additional comments powered by BackType