what was happened in Toyota ..series of management system 3

New methods by one in Toyota.

He got engineers to come to advise on particular technical problems. At one stage he declared a three-month moratorium on meetings so that they could start again with fresh enthusiasm.
He rated the contributions of his group members under various headings: speaking, reporting back, doing the summary work reporting, cooperativeness, attendance, contribution to solve problems, etc.
He studied the personalities of the members of his group to see how they could be better integrated into a harmonious team and introduced the habit of shouting "ohaiyo gozeimasu @ good morning" the first thing on entering the shop in a firm, loud positive and enthusiastic voice until even the misanthropes were forced to respond.
They taught themselves the various quality analysis techniques of Pareto diagrams, histrograms, graphs, critical path analysis etc.

what was happened in Toyota ..series of management system 2

The firm has very close connections with the Self-Defense Forces and makes a strenous effort to recruit former soldiers and NCOs;2,500 of its workers and a tenth of its foremen are ex-soldiers. Toyota is widely thought to be casting longing eyes at the possibilities for tanks.

Plant engineers had described the ingenious ways the had found to reduce unnecessary pressure in process air systems, cut down heat loss in the foundries, and so on. A "show and tell" meeting of quality circles and a shop floor worker describe with great competence how his team had thought up a way of revamping the sea water cooling system they operated in order to save energy.