Thanks for the dialogue. Chuk.

You’re correct: I’m criticizing the delivery method, not the concepts. I just don’t believe in browbeating, embarrassing, and making people feel stupid.

I am biased as a 23 year Toyota member I am sure.

I must also apologize for not understanding that your critique was aimed at how the concepts were being communnicated and not the concepts themselves (am I correct?).

My philosophy is that the need, and subsequent methods, to eliminate waste is universal; and that U.S. Industry should not resist these methods because Japan has seemingly, at least during the 80’s and 90’s, leveraged said methods more effectively.

Thanks for the reply. Chuk.

Not sure that I agree with you — but then, I might be guilty of projecting my communication likes/dislikes on the general public. I do agree with you completely that without trust, you’ve got nothing.

I love this book summary. Please keep it coming.

I will say, however, that Ohno’s communication style just doesn’t translate well to the US. I lived in Japan for four years, and I understand the cultural roots of his (frankly) abusive treatment of the Toyota staff. I’m sure that they hated his verbal abuse just as much as an American might, but they were more conditioned to accept it. From where I sit, there’s no reason that setting high expectations requires that kind of language — and in fact, I’d argue that the fierce loyalty Ohno engendered came in spite of his treatment of the staff, not because of it.