Get to Stretch
In my early days as a group leader at TMMK, I was responsible for the injection molding parts-painting process—we made the interior plastic pieces for the Camry and Avalon at the time. One afternoon, one of my trainers decided to pay a visit to my area.
These gemba visits weren’t unusual, but this time he remained for almost an hour. First, he observed the parts-painting team’s standard work, glancing occasionally at the results displayed on my key performance indicator (KPI) boards. Then he began pacing back and forth, observing my entire work cell, often pausing to reflect. I could see that he was thinking very intensely. ...
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