19 of 19 people found the following review helpful:
5.0 out of 5 stars
The Elegant Solution is a practical guide to innovation, January 13, 2007
This review is from: The Elegant Solution: Toyota's Formula for Mastering Innovation (Hardcover)
I highly recommend his book to all who want to practice innovation as a way of doing business. In the foreword, Kevin Roberts writes that Toyota is "the quintessential postindustrial organization" which has "a highly structured and systematized culture that is also a hotbed of individual creativity." Matthew May was hired by Toyota Motor Sales, U.S.A., Inc. to design and deliver education for the University of Toyota that would translate the innovative methods of the Toyota Production System into something that could be used by knowledge workers. It took May five years to accomplish the process. According to May, at Toyota it is the quest for the elegant solution the shapes true innovation. In his book, May not only defines the elegant solution but also tells the reader how to achieve innovation in his or her own work.
In addition to Kevin Roberts' foreword The Elegant Solution contains the following chapter divisions:
Backstory: One Million Ideas
Introduction: In Search of Elegance
Part 1: Principles
1. The Art of Ingenuity
2. The Pursuit of Perfection
3. The Rhythm of Fit
Part 2: Practices
4. Let Learning Lead
5. Learn to See
6. Design for Today
7. Think in Pictures
8. Capture the Intangible
9. Leverage the Limits
10. Master the Tension
11. Run the Numbers
12. Make Kaizen Mandatory
13. Keep it Lean
Part 3. Protocol
14. The Clamshell Strategy
15. The Elegant Solution
Afterword: Word of Encouragement
In his Backstory: One Million Ideas, May writes that the world needs his book on innovation because it needs a book that is different, that looks at innovation in a new way and that helps with us with our daily work. May tells us that Toyota "implements a million ideas a year." In May's opinion the one million business ideas implemented each year is why Toyota's market value is larger than GM, Ford, Daimler-Chrysler, Honda and Volkswagen combined. May's basic proposition is that the "quest for the elegant solution shapes true innovation." He says that the "formula for the solution is an amalgam of principles, practices and protocol." But the individual parts are not new. It is "Toyota's remarkable ability to collectively and completely master all of them as a way of life" that makes Toyota unique.
Introduction: In Search of Elegance
In his introduction May tells the story of Sakichi Toyoda, the founder of Toyoda Automatic Loom Works, the precursor of the Toyota Motor Company. Toyoda's story is "about one man's nearly spiritual quest to solve a very real problem facing the world around him." The underlying principals that Toyoda followed were Ingenuity in Craft, Pursuit of Perfection and Fit with Society. It is these principles that "fuel the engine of innovation at Toyota." May says that simple solutions are better, and elegant solutions are better still. He describes the elegant solution as "finding the aha solution to a problem with the greatest parsimony of effort and expense."
Chapter 1: The Art of Ingenuity
May tells us that even though some in the business press are saying that innovation in America is becoming extinct because of outsourcing, "there's a slowly rising tide of creativity among today's workforce. More and more, people are beginning to return to the almost forgotten Renaissance era of mastery. They're adopting a different view of their work ... people are beginning to see themselves as artists and scientists, or more accurately business artists and business scientists." According to May, the business world today demands this change. That because of recent events people have become disenchanted with business and need a new way to work, a new perspective. The new way is creative license. This new way of working at innovation is an applied creativity. May sees applied creativity as ingenuity and says that it has two sides - Engagement and Exploration.
Chapter 2 - The Pursuit of Perfection
In this chapter, May describes the pursuit of perfection as discipline of increments. He shows how we have come to expect and accept mediocrity instead of perfection. But there are companies that don't accept mediocrity, but pursue perfection. He lists Toyota, Apple, Gore and GE. May maintains that elegant solutions "demand optimizing quality, cost and speed. They're the three primary tangible drivers of customer value in all goods and services." He says that our culture is fishing for the red herring, the big idea. And that this keeps us from focusing on the real work of innovation. He claims that the big earth-shattering ideas rarely work at first that it takes innovators to "shape them into something actually workable." May uses the example of the mouse and icon system interface. Xerox conceived it, but it was Apple that made it work commercially. He maintains that the kind of discipline needed for the pursuit of perfection "requires a fundamental mindshift." How it is not big leaps but it is small steps.
Chapter 3: The Rhythm of Fit.
In this chapter May explains how our innovations must fit with the needs of society. How they must be "the right thing, at the right time in the right form, for the right people." In order to accomplish this fit, May writes that we need to employ systems thinking. We must provide solutions within the current context or we must provide a new context. He uses the example of Thomas Edison designing the entire electrical system in order to provide the context for his light bulb. Without systems thinking, May points out that we can have major failure such as the United Airline automated baggage system at Denver International Airport which delayed the opening of the airport for a year and caused the airline ten painful years of operation as it regularly damaged or lost luggage, and the disaster in New Orleans after Hurricane Katrina. May says that every solution has three dimensions - solid structure, strong systems and social significance. That great innovation must focus on each dimension. That we cannot think outside of the box. If our thinking will not fit in the box, we must build a new box.
Chapter 4: Let Learning Lead
In this chapter, May tells us that while learning and innovation "go hand in hand" the learning must come before there can be innovation. It is through learning that ideas are converted into action. He says that it is accomplished through a cycle of steps. And that cycle of steps is The Scientific Method: Questioning, Solving, Experimenting, And Reflecting. There are several other versions of the cycle. Walter Shewhart called it Plan, Do, Study, Act or PDSA. Dr. W. Edward Deming taught it to the Japanese after World War II and changed it to Plan, Do, Check, Act or PDCA. Capt. John Boyd, a U.S. Air Force fighter pilot called it Observe, Orient, Decide, Act or OODA. The Department of Defense uses it in its Spiral Development process. Police forces call it Scan, Analyze, Respond, Assess or SARA. But they are all just variations on the same cycle of learning. May gives us his version of the cycle as a tool. He calls his version I.D.E.A. Loops - a learning cycle for innovation. His cycle is Investigate, Design, Execute, and Adjust. As he brings the chapter to a close, May describes the Japanese practice of Hansei, which means reflection. It is a process conducted in a meeting after a project is completed to perform a rigorous review of the project to see what can be learned. He notes that the U.S. Army practices hansei in its After Action Reviews.
Chapter 5: Learn to See
In this chapter, May describes the process of genchi genbutsu or go and see. It is part of the Investigate phase of the cycle. He tells us that in order to understand the problem we have to go and see it from the customer's perspective. Only then can we define the problem and design a solution. During genchi genbutsu Toyota uses three ways to understand the problem: "Observe or watch the customer, Infiltrate or become the customer, and Collaborate or involve the customer." May says that if we don't perform this part of the process we risk the "ivory tower peril of basing strategic innovation on prevailing market assumptions and consumer research reports." This led to such great projects as the Ford Edsel.
Chapter 6: Design for Today
May warns that our designs must "focus on clear and present needs." We can "mistake invention for innovation, with the missing link being the principle of fit with society." He describes how to design for today while acting for tomorrow. It is discovering a need that has not been met. He tells us that innovation comes by design and when companies outsource design they outsource innovation. He then shows us how Toyota keeps all of its design in-house. For Toyota, it is a matter of principle, ingenuity of craft. May describes how Toyota used this method to gain market dominance in hybrid technology. Toyota also used this method to exploit a demographic shift to create the Scion brand. The Scion brand is designed to reach out to "the 60 million Generation Y crowd." Toyota innovated today in order to survive tomorrow. To design for today you must have "a firm grasp of the market, society and the customer."
Chapter 7: Think in Pictures
In this chapter, May describes how to add a visual element to our designs. He says, "the value of mental imagery and visualization in driving performance is undisputed." He gives us examples of from great visionaries like Walt Disney, Winston Churchill, Henry Ford and Martin Luther King Jr. Pictures and images can be used to "connect people to the intention in a very forceful way, touching hearts and minds." Toyota makes use of these tools in everything it does.
Chapter 8: Capture the Intangible
May writes that the "most...
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24 of 26 people found the following review helpful:
5.0 out of 5 stars
The Toyota Production System is also a culture and an ethos, December 6, 2006
This review is from: The Elegant Solution: Toyota's Formula for Mastering Innovation (Hardcover)
Toyota certainly deserves its high reputation for manufacturing excellence. When I was studying for my MBA we looked at some Toyota cases and processes and they compared favorably to those of the once highly regarded American manufacturers. What happened? How did a company rise from the ashes of World War II to become what will be the largest manufacturer of automobiles in the world? Not only will Toyota lead in volume, but in consistently high quality as well.
The Toyota Production System has been studied in detail. Some have tried to copy it in whole or in part with varying degrees of success. Others have rejected it as hype. In this book, Matthew May shares with readers the core of this powerful system and what makes it work for Toyota. Mr. May has worked within Toyota and has been a senior advisor at Toyota University. He has found a way to explain the essence of the system in a way that can be beneficial to everyone who is interested in understanding the principles that make TPS work. However, while this book teaches many principles it is not a book about making cars. It is about making things better by becoming simpler and, well, more elegant.
While I certainly cannot recount everything in this book here, the opening quote the author supplies from Thomas Edison encapsulates things quite well, "There's a way to do it better - find it". The whole notion of elegance is to find a better way to do things than you are today. Standards aren't for saying what is good enough and for creating a kind of going through the motions. No. They are for summarizing the best known way for doing things today so one can begin thinking about how to improve things.
The author notes that Toyota receives over a million new ideas each year and their system considers them all. Nothing is settled because everything is in play for improvement. Everything is focused on finding a better way. It is quite impressive that an organization as large as Toyota can still embody such an ethos.
The book is organized in three parts. The first lays out the three core principles of ingenuity, perfection, and fit (with society). The second section discusses the ten practices that implement those principles (one chapter for each). I really like the way the author lays out these chapters with problem - cause - solution and then illustrative anecdotes, quotations, and some useful diagrams. The third part consists of two summarizing chapters on what management must do.
There are also an introduction and an afterword that lay out and tie things up nicely. And there is a useful index as well notes, credits, and acknowledgements.
This is a book that you will have to engage in an active way in order to get the most from it. A casual dash through it isn't going to give you what the author has to offer. The material summarized in this book was gained with much work and effort by some very brilliant and dedicated people from all over the globe. Your effort to dig into what they are saying to you will pay real dividends. You will find yourself doing more of what matters and less of what doesn't. That is a great step on the journey for continuous improvement.
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