An analogy - The Fifth Discipline and Toyota Production Systems

 

I had the opportunity to read “ The Fifth Discipline” by Peter Senge upon recommendation by Prof YETI who is a class apart professor of Operations Management. His sarcasm is heavier than the concepts he teaches. But let's focus on the book here. The book talks about Systems thinking as the fifth discipline for creating a learning organization . The subtleness with which Prof Yeti highlighted the magnanimity of the book was hard to ignore. With this featherweight motivation and literally no time to die ( courtesy one year MBA) , I forced myself upon a voyage to understand what systems thinking is all-about. First of all, it is a classic read. The book dwells upon a cumulative thought process which encapsulates the idea of an ever-evolving and learning system/ organization. The core philosophy that the book preaches is - Structure causes Behaviour. And this was practically demonstrated during live simulation of Beer Gamein one of the class lectures. Structure refers to the interrelationships between key variables that influence behaviour over time. The main learning from Beer game was that more than external forces and individual mistakes, systems cause their own crisis. The book goes on further to elaborate balancing processes and reinforcing feedbacks as building blocks for creating a structure that supports Learning organization. Balancing processes build on goal oriented behaviour. Reinforcing feedback are engines of growth. A leader must leverage both balancing and reinforcing feedbacks depending on the needs of the organization. The author discusses on managing mental models and building a shared vision. What was most fascinating part of the book for me was the chapter on The Indivisible Whole. The direct experience of astronaut Rusty Schweickart where he discovered the principles of systems thinking while floating in space is awe-inspiring. 

More recently, Toyota Production System(TPS) was taught in class by Prof YETI, as usual in his very own stoic yet pompous style. I could not stop but wonder that on a conceptual level, how both the subject matters(Systems thinking and TPS) are unique yet interlinked, like two sides of a coin (barring the one that Amitabh Bachchan had in Sholay). TPS is much more than only lean management, JIT or other ideas such as muda, Kanban, heijunka. It’s an ecosystem of multiple processes that focus not to push growth but to remove growth limiting factors. It’s a precise amalgamation of standardization and flexibility in processes aimed at high quality regardless of the short-term losses. TPS allows a specific sequence and timing of doing a task which must be first broken into separate activities. Most endearing fact is that there is no training manual for TPS, all rules are taught in Socratic fashion of iterative questioning and problem solving. Each of these rules are further tested based on clearly defined hypothesis. Strength of TPS lies in making people capable of and responsible for improving their own work.

Now let's come to the point which motivated me to pen down this article, interlinkages between Systems Thinking and TPS. I have observed that the conceptual ideas from The Fifth Discipline have been taken to task and their implementation is visible in TPS. A few of them are mentioned below.

Learning from Fifth discipline -> Toyota Production System Process implementation:-

• Team learning is the process of aligning and developing the capacity of a team to create the results its members truly desire -> Standard Communication and Standard process flow is a rule in TPS for avoiding ambiguity and achieving accountability.
• Leading involves supporting people in discovering underlying causes of problems and empowering them to make choices -> Andon cord running adjacent to assembly lines of TPS enables workers to stop production if they detect a defect.
• Small changes can produce big results but the areas of highest leverage are often the least obvious -> TPS accepts a short term loss in throughput reflecting the reduction in inventory and then identify the most prominent problems in process.
• Easy way out usually leads back in as we find comfort in applying familiar solutions -> Every process improvement in TPS is done scientifically by success across lowest possible levels.
• Self concluding decisions result in deeper convictions and more effective implementation -> TPS uses teaching approach that allows workers to discover the rules as a consequence of solving problems. For example the supervisor asks the worker that how to know that the outcome is defect free? This continuing process gives the person deeper insights into his specific work.

This analogy will find more relevance with Industry 4.0 picking up pace and industry 5.0 looming over the horizon. Industry 4.0 model is already shaping the manufacturing world of the future and more companies will witness exponential growth thanks to the capabilities provided by IoT devices, cyber systems and cognitive computing. In a few year’s time, human workers and factory robots could end up collaborating on designs and sharing workloads across a variety of manufacturing processes. 

I conclude with words of wisdom by Akio Toyoda , "I believe that the more automation advances, the more the ability of the people using it will be put to the test. Machines cannot improve unless people do, too." 

 

FOOT IN THE DOOR

As I was leaving office on my final day in uniform, I kept staring the flag hoist for long and saluted the naval ensign for one last time. When I got back home it took a lot to fathom the fact that I won’t be able to wear the uniform anymore. Took a deep sigh as I gazed at my uniform and I could see 10 years of my life entwined in it. It is not easy to leave something that has become a part of your character, blood and soul. I still have clear memory of the day when I was leaving home to join Naval academy in 2012. All my father said was ‘Do not give up. Live your life. It will be tough but good.’ I could not digest it at that moment but now when I remember it looks like a precursor to my life in Navy. 

When I reached Naval Academy in Ezhimala, I was mesmerised by the scenic beauty on first day, with mountains on one side and open beach on the other. Although I never had the strength to even notice that beauty for the rest of the days at the Academy. Life was really tough at times, yet I was happy to be there. Of all the things that I learned at the Naval Academy , closest to my heart was ‘To get tough physically, mentally and emotionally needs a lifestyle that only a military man lives by.’ 

The last ten years have shaped my character and personality for lifetime. Never back down attitude has become foundation stone for all my endeavours. The ability to selflessly contribute towards the end objective is what matters the most. My ship tenure onboard INS Gomati was the first turning point. As a young lieutenant , I was highly energetic and believed in delivering the end goals so much that I did not take good care of the human chain under my command. I thought everyone needs to toughen up. Neither did I focus on fostering relations with the human chain above me. My entire energy was dedicated in delivering results in shortest and smartest ways and I was good at it. But I could realise soon that I was missing out on something. I needed to amplify the team’s output by connecting with them on a personal level. By understanding them and not  lecturing them to be tough. I took that lesson to my heart and during my second ship tenure onboard INS Vikramaditya , I made that my main target. Growth and wellness of my teammates under my charge was my primary objective. It helped me achieve impossible targets but more importantly my vision grew past short term gains.

Walking into the unknown is exciting but if your work entails delivering results where there is zero tolerance for error, fear and anxiety take control. When my HOD told me that Tejas Aircraft will be attempting a landing on the deck of Aircraft carrier , my immediate concern was how to establish communication network between the pilot and ship’s operations room. Before I could gather strength to make a detailed plan of action, I was ordered to get the comm check done within three days. My team could deliver only because they believed in my plan and they trusted me with their guts. There were many times when I was in the middle of backbreaking tasks but I never accepted backing down. Be it the engine room fire in 2019 or numerous war exercises in long sailing deployments, my team was my armour of steel.

Cut to the chase, ten years have gone by and I am standing at the exit of a glorious life. From first earned bread to loads of drinks and good times, Navy has steered my transformation from a rookie to a husband and a father. I have come to realise that there is more in this world to conquer. Being in service, I had moulded my thought process and actions into the framework of a war fighting force. I knew that removing the uniform which was my heart and soul was never going to be easy. As I gave my farewell speech my throat was choked and it took me good few seconds to recover, and all seniors could understand what was my pain. They wished me luck and asked me to keep the flag high. 

I reached IIM Bangalore for CDS meet on 3 April and interacted with the batchmates for the first time. Everyone was so excited to be here and why not, their dreams had been fulfilled. But I was still in the transition zone, trying to get my bearings correct. I could sense the energy of the batch and instantly knew that I would be required to shift gears. The course trip to Pegasus was where we could really bond and understand each other.

I am amazed by the sheer talent my batchmates at IIM B possess. People are not only experts in their subject matter but are so insightful that they can take a simple discussion to a wholesome another level. They are critical thinkers, finance experts, operations specialists and consulting stalwarts and yet everyone is so humble and helpful. The classroom atmosphere is exhilarating and cohort’s discussions with professors makes learning evolve. The course is neatly scheduled and there is no breather on which one can rely. Understanding the core concepts of six new subjects which are degree subjects in their own parlance has been challenging for me. I have so much to learn and that uphill task keeps me motivated. Term I has been a good start but a hell lot more is yet to be done. I have my foot in the door and the game has just begun.