The open secret of success
Toyota turns the concept of innovation on its head, shares it and still wins
 Christoph Niemann / The New Yorker |
In the current atmosphere of economic tumult, the announcement that Toyota sold 160,000 more cars than General Motors in the first three months of this year might seem like a minor news item. But it may very well signal the end of one of the most remarkable runs in business history.
For 77 years, in good times and bad, GM has sold more cars annually than any other company in the world. But Toyota has long been the auto industry’s most profitable and innovative firm. And this year it appears likely to become, finally, the industry’s sales leader, too.
Calling Toyota an innovative company may, at first glance, seem a bit odd. Its vehicles are more liked than loved, and it is often attacked for being better at imitation than at invention. Fortune magazine, which typically praises the company effusively, has labeled it “stodgy and bureaucratic.”
But if Toyota doesn’t look like an innovative company it’s only because our definition of innovation — cool new products and technological breakthroughs, by Steve Jobs-like visionaries — is far too narrow. Toyota’s innovations, by contrast, have focussed on process rather than on product, on the factory floor rather than on the showroom. That has made those innovations hard to see. But it hasn’t made them any less powerful.
At the core of the company’s success is the Toyota Production System, which took shape in the years after the Second World War, when Japan was literally rebuilding itself, and capital and equipment were hard to come by. A Toyota engineer named Taiichi Ohno turned necessity into virtue, coming up with a system to get as much as possible out of every part, every machine, and every worker.
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The principles were simple, even obvious — do away with waste, have parts arrive precisely when workers need them, fix problems as soon as they arise. And they weren’t even entirely new — Ohno himself cited Henry Ford and American supermarkets as inspirations. But what Toyota has done, better than any other manufacturing company, is turn principle into practice.
In some cases, it has done so with inventions, like the andon cord, which any worker can pull to stop the assembly line if he notices a problem, or kanban, a card system that allows workers to signal when new parts are needed. In other cases, it has done so by reorganizing factory floors and workspaces in order to allow for a freer and easier flow of parts and products. Most innovation focuses on what gets made. Toyota reinvented how things got made, which enabled it to build cars faster and with less labor than American companies.
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