Toyota, the leading automotive manufacturer, has been credited for introducing an effective and efficient way of doing things. The Toyota Way, they call it, has become the bible for many manufacturing companies.
However, there has also been questions about how this strategy can be applied to other areas of the business. Process Excellence Network finds out the answers for you.
Q1 : We often think of the Toyota Production System as one of the exemplars of continuous improvement culture. Where does your Business Intelligence program fit in?
Q2 : Do you incorporate elements of the Toyota Production System – such as visual management, mistake-proofing, going to the “Gemba” and Kaizen, PDCA – into your Business Intelligence programme? If so, how?
Q3 : One of the challenges of anything that involves information technology is the length of time it takes to deliver them – by the time they get in the hands of users, the business needs have often moved on. I understand that you recently applied some lessons from a kitchen renovation you were doing to the difficult task of developing appropriate business intelligence tools. Can you elaborate?
Q4 : Engaging users throughout the process has got to be key to success; BI is only useful if business users utilise the information available to them. But it’s also critical that there are no data errors going into the system. What do you do to engage users so that they can realise the benefits’ of BI?
Q5 : Can you give me a concrete example?
Q6 : Business Intelligence has traditionally been an IT-based function. Do you think IT will continue to take the lead in Business Intelligence programmes? Should it?
Q7 : What would you say are the 3 keys for IT to provide greater business value?