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The Toyota Engagement Equation: How to Understand and Implement Continuous Improvement Thinking in Any Organization by Ernie Richardson, Tracey Richardson

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As we’ve shown earlier, our work processes at TMMK were constantly changing. When we’d visit an area of the plant that we hadn’t seen for a while, we’d often notice that some of the processes were significantly different, even after only a few weeks.

Change, however, was never dictated by higher levels of management, but always achieved through consultation and consensus. There were no shortcuts. As a result, when we made a change to a process, we were usually successful in achieving the expected benefits. The magic ingredient for our success was—you guessed it—people!

Change management guru John Kotter clearly understood this ...

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