malvasia bianca

Another quote from The Toyota Product Development System (p. 102), in the section on checklists:

A company that cannot standardize will struggle to learn from experience and is not truly engaged in lean thinking. Indeed, any company that simply tries new things without standardizing along the way is “randomly wandering through a maze,” repeating the same errors, relying on little more than undocumented hearsay and a wide range of opinions among its employees only to eventually discover that “it has been here before.”

A little more context:

Though based on science, the real world practice of engineering is an art form that relies on tacit knowledge gained through experience and judgment in considering multiple variables that interact in complex ways. As a result, a best solution cannot necessarily be predicted in advance. It is learned over time through experience and is guided by the spirit of kaizen, which postulates that there is always an opportunity to learn more and that learning is an ongoing process. This spirit of engineering kaizen is driven by the never-ending pursuit of technical excellence that underlies consistent checklist utilization, validation, and improvement.

A company that cannot standardize will struggle to learn from experience and is not truly engaged in lean thinking. Indeed, any company that simply tries new things without standardizing along the way is “randomly wandering through a maze,” repeating the same errors, relying on little more than undocumented hearsay and a wide range of opinions among its employees only to eventually discover that “it has been here before.” Toyota uses a systematic and scientific approach to product development. It tests, evaluates, standardizes, improves, and retests, scrupulously following the Plan-Do-Check-Act cycle that was introduced to the company decades ago by Deming. It then standardizes “today’s” best practice. As it accumulates new information and new experiences, these are used to modify current shared standards and reborn as a future “today’s” best practice.

Go experimentation, both trying it and taking the results seriously. We came to a similar conclusion at work last week; we’ll see how our experiment of experimenting turns out.

(I should read some Deming, shouldn’t I?)