2. Why is TPS so difficult to adopt and excel at?

There are multiple reasons why TPS is proving to be such a difficult strategy to execute for many companies. I will describe some of the more typical reasons. First it takes incredible talent and executive leadership in the company for the program to even get started and stay on track. This is not a bottom up program that you wind up and just leave alone. Most executives today however would rather delegate the topic to someone else in the organization to deal with. In worst cases they even launch multiple competing initiatives that divide the company, its resources, and mitigate any chance at success.

Second even Toyota took a while to figure out the basic tenants of TPS and spread it through out the company. If 1950 is taken as a general starting date the overall system was roughly considered near its basic form in Toyota in Japan in 1973 roughly two decades later. Companies today want to be done in 3 years (and ideally three quarters). Our culture and business climate does not have the patience in many respects.

A third reason is that TPS ought to be thought of more like a skill than just acquiring knowledge. In other words “knowing” something and being able to “do it” are two different things. Many aspects of TPS require years of practice before they can be mastered. Much like golf or any craft for example it is easy to know a lot about it and still not be very good at it.

Fourth there are many things that Toyota excels at the outside world is only beginning to realize. Not only are they good at the manufacturing aspect of business but they do an excellent job in product and process development as well. The company also does an excellent job with purchasing and supplier development. In addition Toyota does a first rate job of developing human resources as well. There are many moving parts that need to be mastered in order to get the full benefits and results of this system.