joined this new union received payment for the time spent on strike, a powerful financial inventive to leave their old union during such a long dispute. The slogan of this new union was "Those who truly love their union love their company".In order to help the workforce to adapt to what was a very different production environment Ohno introduced the analogy of teamwork in a baton relay race. As you are probably aware typically in such races four runners pass a baton between themselves and the winning team is the one that crosses the finishing line first carrying the baton and having made valid baton exchanges between runners. Within the newly rearranged factory floor workers were encouraged to think of themselves as members of a team - passing the baton (processed items) between themselves with the goal of reaching the finishing line appropriately. If one worker flagged (e.g. had an off day) then the other workers could help him, perhaps setting a machine up for him so that the team output was unaffected.In order to have a method of controlling production (the flow of items) in this new environment Toyota introduced the kanban. The kanban is essentially information as to what has to be done. Within Toyota the most common form of kanban was a rectangular piece of paper within a transparent vinyl envelope. The information listed on the paper basically tells a worker what to do - which items to collect or which items to produce. In Toyota two types of kanban are distinguished for controlling the flow of items:a withdrawal kanban - which details the items which should be withdrawn from the preceding step in the process a production ordering kanban - which details the items to be produced All movement throughout the factory is controlled by these kanbans - in addition since the kanbans specify item quantities precisely no defects can be tolerated - e.g. if a defective component is found when processing a production ordering kanban then obvio...
