Unleashing the full capacity of your people

Toyota Agrees: Machines Don’t Innovate – People Do.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!)

Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements?

Mitsuru Kawai

Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama

Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

“Toyota views their people who work in a plant like this as craftsmen who need to continue to refine their art and skill level,” said author Jeff Liker, who has written eight books on Toyota and visited Kawai last year. “In almost every (other) company you would visit, the workers’ jobs are to feed parts into a machine and call somebody for help when it breaks down.”

Toyota calls these highly skilled craftsmen Kami-Sama (“gods” in Japanese) and the goal is to retain the ability to craft a car by hand, if you will, instead of abdicating that expertise entirely to machines.  Keeping people involved in a production process run by machines cannot be just a mechanic called in when the machines send out a signal that an error has occurred. It has to be a person steeped in the goal of the process, and the results sought.

“We need to become more solid and get back to basics, to sharpen our manual skills and further develop them,” said Mitsuru Kawai, a half century-long company veteran tapped by President Akio Toyoda to promote craftsmanship at Toyota’s plants. “When I was a novice, experienced masters used to be called gods, and they could make anything.”

A human’s great virtue is his or her ability to analyze, evaluate and offer perspective. Asking a human to go on automatic and simply repeat a task endlessly is a waste of that virtue. Machines should never replace employees. Rather, they should free those seasoned, knowledgeable employees for tasks that take advantage of higher-level thinking skills.

That starts with delegating the ownership of the process, its results and its continual improvement, to the team of supervisors in charge of keeping the process running.

“If there is ever a technology that’s flawless and could always make perfect products, then we will be ready and willing to install that machine,” Kawai said. “There’s no machine that is eternally stable.”

Exactly. Nor can a machine yet critically assess its assigned task, put it in context with the entire production process, and decide to fire itself as no longer economically viable if the process it runs has become outmoded or is economically no longer viable.

Have we gone too far down the automation road? Will your organization take a page from Toyota’s book and work to keep people engaged in process ownership, keeping a critical eye on automation tools to keep their output aligned with your mission? Has any progress been made in that effort? What results have you obtained?

Tags: , , , , , ,

Related posts

Memorial Day – A Day of Remembrance and Reflection

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe Wishes You the Best of All Possible New Years!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Fix Employee Disengagement in 2017

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

The Leadership Habit Changes You Need for 2017

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

On Memorial Day – Remembrance and Acknowledgement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Help Employees Build a Productive Culture

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

In Leadership Development, Results Should Trump Methodology

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Situational Leadership Skills? Such Agility is a Natural Result of Good Training

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

The Role of Well-Being in Sustaining Workplace Performance

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Brooke Bovo Featured Speaker at TTISI Winter Conference

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership Kick-Start for 2016 – Engage!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

10 Lists to Muse About When Starting the New Year

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Raise Productivity in 2016 Using Team-Based Employee Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Team Leaders Use the Power of Truth to Align Motivation With Mission

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Happy Thanksgiving from All of Us at Bovo-Tighe

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

The Smart Way to Ask Stupid Questions

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

The Manager as Teacher

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Employee Engagement is Not Fun!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

The Human Aspects of HUET Programs – OPITO Abu Dhabi

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Workplace Zombies that Drag Down Productivity – Beware!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Four Leadership Tips to Make November More Productive

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo Tighe Boosts Productivity by Raising Employee Engagement – Team by Team

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

The ROI of Team Engagement – How to Measure?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

How Well Do You Grow Future Leaders?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Challenge Negative Mindsets When Pursuing New Ideas

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

A Fresh Start on Performance Reviews: Alere Sets a Great Example

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Generation Xers are Today’s Leaders – Invest in Them

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

How Can Your Words Build or Break Trust With Co-Workers?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

The Lemonade of Employee Turnover

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Google Survey Connects Workplace Flexibility to Morale – No Surprise There!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Employee Engagement is a Two-Way Street

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

You Will Not Engage Every Employee – Nor Should You

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Make August Your Personal Rejuvenation Month

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

The Unbiased Opinion is a Myth. Discard It.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

When Motivating Employees, Do Words Get In the Way?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

How to Sell Senior Executives on the Value of Talent Development

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Temporary Project Teams Need Scaffolding to Work Well

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

To Manage or To Lead – That is the Question

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Break Conversational Habits to Break Out of Ruts

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Schedule that “Thirdly Review”!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Make Spring Fever a Productive Force at Work

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Change Happens Inside Out – Driven By Middle Managers

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

How Quickly Does Your Culture Sub-Optimize New Talent?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

How Do You Fix a Jerk at Work?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

More Grist for the “Why Are Employees Not Engaged” Chat Mill

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership Tips for Kicking Off 2015

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Employee Engagement Must Address Professional and Personal Performance Factors

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Happy Holidays from Bovo-Tighe!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

2014 is Done – Time to Kick-Start January

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Happy Thanksgiving from Bovo-Tighe

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Defend Human Development Investments Strategically

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Be Great to Work With

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leaders Must Still Manage. You Don’t Get Off That Hook!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

It Takes Time to Change Employee Habits – And Lots of Support.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Employee Recognition – Easy to Say, Hard (it seems) to Do

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Misguided Advice from Monster about Aspiring to a Leadership Role

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Master the Art of Questioning (and Listening) to Better Raise Productivity

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Kick-Start Your Team’s Productivity Push for Autumn

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leaders Master the Art of Questioning to Raise Employee Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Asking Silly Questions Makes You Smarter

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Employee Engagement is Personal, So Personalize Your Approach

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leaders: Spend More Time Leading People and Less Time Doing Stuff

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Take Steps to Run Better Meetings – Walk While You Talk

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Employee Engagement is Really Simple – But Does Take Energy and Focus

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Great Leaders See Themselves as Others See Them – And Engage Better

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Sayonara June! Hola July! Time for Mid-Year Resolutions.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Reset Your Leadership Mindset for the Next Six Months

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Great Leaders Make Life Better for Their Followers

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Defend No Process – Defend the Mission Against Old Processes

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

How to Maintain Workplace Productivity During the Summer Vacation Season

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

A More Productive Mindset for Work in Six Steps

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Honor the Last Full Measure of Devotion on Memorial Day

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

As a leader, you will get angry – How you handle that anger is critical to team productivity

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Middle Managers Can All Lead – If You Show Them How

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Never Assume: Pursuit of Truth Makes Decision-Making Better

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

The Last Mile of Employee Engagement is the Hardest to Travel

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

We Love the Energizing Month of May

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Transformational Leadership Skill Spring Shape-Up

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership Development Gaps Expose a Lack of Strategic Commitment

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

“Overnight” Organizational Change Takes Great Long-Term Leadership

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

A “Lucky Seven” Set of Tips for the Freshly Minted Leader

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Does Your Online Presence Promote You?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leaders Don’t Pick Winners: Develop All of Your Team Members

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

May the Wind be at Your Back this St. Patrick’s Day

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership Lessons for the Ides of March

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Our Foundations of Excellence Refresher

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Great Conversations Build Employee Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

i4cp Research Isolates Six Key Employee Engagement Factors

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Tap Untapped Talent You Have Already Hired

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Annual Performance Reviews Should be the Icing not the Cake

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Resources We Rely On for New Ideas about Employee Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Machines Don’t Innovate: People Do.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Hide From Your Manager to Get More Done!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership Quotes to Get Your Mind Set for February

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership Development Does Not Have to Cost an Arm and a Leg

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Why Does Leadership Development Fail to Create Great Leaders?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

New Year Resolution: Make a Habit of Your Productive Mindset

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership Lessons from Scrooge and the Grinch

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Merry Christmas from Bovo-Tighe

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

A Culture of Agility Requires a Commitment to the Pursuit of Truth

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Lean Manufacturing Demands Fully Engaged Employees

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Happy Thanksgiving from Bovo-Tighe

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Rob Markey of Bain and Co.: Employee Engagement Rocks!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Flexible Job Schedules Can Win Employee Loyalty

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Employee Engagement a Strategic HR Imperative for 2014

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Maintaining Work-Life Balance During the Holidays

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

The Paradox of Employee Engagement: It Works Yet Few Companies Try

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Remember Veterans on Veterans Day with a Heartfelt Thank You

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Defuse the Gunpowder Barrel with Sustained Employee Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Happy Halloween from Bovo-Tighe!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

How Pessimists Keep Optimists in the Black

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Gallup Employee Engagement Results Not Budging

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Stop Being Nice at Work? Not So Fast!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Three Leadership Tasks That Unleash Team Productivity

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

What Prevents Teamwork From Adding Value?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

How Can You Make a Vacation From Work Truly Stress-Free?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Have Employees Track Their Own Successes to Raise Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

A Quick Cost/Benefit Analysis of Employee Training and Development

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe Participates in 2013 CLO Forum

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Labor Day in the U.S.: A Connection to Employee Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Great Employee Engagement Starts by Asking a Lot of Questions

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership Inspiration for a Hot Day in August

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Employee Engagement Remains Elusive: You Are the Problem and the Solution

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

More Thoughts on the Great Value of Middle Management Leadership Training

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Working from Home Does Raise Employee Engagement, if Done the Right Way

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Define leadership more broadly. Anyone can lead, at any level.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Engaged Employees Accumulate Business Acumen

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe Presents Dole Case Study at HR Star Conference

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Build a Corporate Culture that Embraces Change

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Happy Independence Day

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

CEOs Must Foster Culture Based on People – Not Process

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Gallup Confirms the American Worker Remains Unengaged

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Is it possible to be overworked and underutilized?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Create Great Leaders in Your Organization

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Retain Talent by Fostering Professional and Personal Growth

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership Starts with Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Take the Time to Say Thank You to Those Who Died Defending Us

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

When Should You Micromanage Employees?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership in Public Management

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Time to Rehire Yourself?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Of Lollipops and Leadership

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Why We Love May at Bovo-Tighe

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Are Millennials Really Different About Job-Hopping?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe and Harvard Business School Are On the Same Page

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Lessons on Leadership from Britain’s Royal Navy

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Raise the Meaning Quotient for Employees to Raise Productivity

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Employees Can Only Manage Their Time if the Organization Lets Them

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Goal Alignment Takes Work and Communication that Counts

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Our Philosophy about the Pursuit of Truth Includes Your Health

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Three Key Drivers of Employee Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

March Madness is a Leadership Moment

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

May the road rise to meet you on this St. Patrick’s Day.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership Tales from Top People – Courtesy of LinkedIn

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Marissa Mayer Should Focus on Employee Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Accelerative Learning Article Now Posted on eZineArticles.com

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Drop Your Information Filters to Boost Engagement with Fellow Employees

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

More Thoughts on How to Engage Employees

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Quotes that make you think – Are you open to the truths you need to hear?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Passion at Work: Nurturing it Starts the First Day of Employment

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Summer Thoughts on the Pursuit of Truth

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Stop Hating Meetings: Fix Them Yourself!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

101 Steps Towards Better Leadership

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Transformational vs. Transactional Leadership: A Worthy Distinction

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

The Cure for Bad Meetings: Pay Attention and Contribute!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Caring for Your Employees Unlocks Great Productivity

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership Behavior Can Stifle Productivity – Even Unintentionally

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership: Its Trappings Lead Good People Astray

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Information Underload: Bad for Employee Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Zen and the Pursuit of Truth at Work

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Client News: Shell Sets Record for Deepest Oil and Gas Well

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe Client Newsletter – November 2011

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Dumb Things Bosses Do

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Dumb Things Bosses Do

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe Client Newsletter October 2011

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Steve Jobs: A Born Visionary Who Learned to be a Leader

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Power Breeds Overconfidence in Leaders

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Do You Know All the Facets of Employee Engagement?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Coaching for Senior Executives Must Come Up From Subordinates

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe’s September Client Newsletter – 2011

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe Client Newsletter – Summer 2011

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Presenting at the National Property Management Association Annual Education Seminar

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe connects with the HR community at the HR Star Conference

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Book Review: How to be Happy, Dammit!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe Client Newsletter June 2011

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

One-Foot-Out-the-Door Disease is Bad for Productivity

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

How best to make leadership training truly work? Never stop!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leadership: It all starts with you

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe Newsletter May 2011

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe at the Offshore Technology Conference

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Irrational Decision-Making: Embrace the Human Factor!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Performance Management Needs to Recover its Mojo

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe’s March 2011 Client Newsletter

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

The Bombardier Case Study: Successful Commitment to Employee Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Talent Management: All agree we need it. Few act on it.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Influence Competence: Effective Employee Engagement Skills Under a New Name

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Talent Management: How It Helps With Crisis Management

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Employee Engagement: Have you thought about ice cream?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Tasked with Corporate Training? Seek Outside Help

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe explores Kazakh Psychologies of Achievement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Corporate Cultures: Bottom-up change is best.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Are people truly your company’s best asset? Can you prove it?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Compensation Plans vs Employee Emotion

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Pay-For-Performance versus Full Engagement

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

On Leadership: Would you work for yourself?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Employee Engagement is simply the Foundation for Excellence

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Why doesn’t employee training work better?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Change Management: The entire organization needs to participate

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Fostering Innovation: HR Must Lead the Way

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

About that left brain-right brain split: It doesn’t happen.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

With Leadership Development: Are We Smarter that Fifth-Graders?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe’s January 2011 Client Newsletter

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Bovo-Tighe December Newsletter

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Change employee behavior by changing their bad habits.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Be the first on your block to re-engage your employees.

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

No One Was Ever Motivated by a Meeting

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

No One Ever Improved by Having Their “Performance Reviewed Annually”

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Corporate Mission Statements die on Plaques

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Inhibit Intellectual Growth and Innovation in Your Company

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

How to incorrectly use ‘Management By Objectives’

It’s great to be right! Not long ago we wrote about how automation, if taken too far, can lead to missed opportunities to innovate and improve production processes. If you use automation to remove too many people from your production process (a short-term gain), you lose the ability to continually improve the process (a long-term pain!) Even with all the advances in computing power, machines do a poor job of assessing their own performance and spotting ways to improve it. Artificial intelligence-style softwares can try to mimic the presence of a person observing the process, but why bother? It is less expensive and simpler to place a “supervisor” over the machines to actively monitor and assess how the machines are doing; not only keeping them running as programmed, but also carrying the ability and motivation to recommend improvements? [caption id="attachment_1086" align="alignright" width="231"]Mitsuru Kawai Mitsuru Kawai, senior technical executive at Toyota Motor Corp., and a fan of Kami-Sama[/caption] Now along comes word that Toyota has taken the preservation of the human element to heart, as reported by a recent article in Automotive News (from Bloomberg). Their recall problems in the last decade drove them to reassess their relentless drive to expand, and shift more energy and passion back to controlling their production process for quality. And that meant, in part, taking back some quality responsibility from the machines on which they had come to rely.

Leave a Comment

Leave a Reply

Your email address will not be published.




Top