Josh Howell and Mark Reich, LEI President and Chief Engineer Strategy, respectively, talk with Sal Sanchez, a Toyota veteran and TPS coach with LEI. Sal’s Toyota career began at New United Motor Manufacturing Inc. (NUMMI), the GM/Toyota joint venture and Toyota’s first automotive footprint in the United States, and continued with roles at Toyota North American headquarters and TSSC (Toyota Supplier Support Center, where he worked with Mark in the late-1990s) as well as Dana Corp. Across his car...
Josh Howell and Mark Reich, LEI President and Chief Engineer Strategy, respectively, talk with Sal Sanchez, a Toyota veteran and TPS coach with LEI. Sal’s Toyota career began at New United Motor Manufacturing Inc. (NUMMI), the GM/Toyota joint venture and Toyota’s first automotive footprint in the United States, and continued with roles at Toyota North American headquarters and TSSC (Toyota Supplier Support Center, where he worked with Mark in the late-1990s) as well as Dana Corp. Across his career he’s learned from Toyota leaders and other notable lean mentors, including Gary Convis, which has, in turn, enabled him to help many organizations apply the Toyota Production System (TPS) and TPS fundamentals such as problem-solving and daily management.
Sal describes his pursuit of all things problem-solving while rising up through Toyota, including his role as a team leader supporting others with problem-solving issues that surfaced throughout the day, especially when an andon cord was pulled and solutions needed to be developed and applied quickly. Sal counters some misconceptions regarding andon pulls, noting that it does not necessarily stop a line; it does, however, create urgency for team leaders to quickly assist and, in many instances, gives team members a brief window of opportunity to solve the problem on their own. Sal says the andon was frequently pulled where he worked, which was a good thing, and reminds Mark that most companies don’t focus on problems until they get big while at Toyota many little problems are being addressed “minute to minute and day to day so that they don’t become big problems.”
While a team leader, Sal also sought to more deeply understand the problems team members were going through and learned this by doing the jobs they did and experiencing what they went through, earning respect of team members along the way. He carried that approach beyond Toyota and has supplemented it with additional ideas to engage and empower team members, including basic problem-solving skills for frontline associates and giving team members trend charts and templates to support their problem-solving. As Sal works today with companies trying to apply TPS, he continues to encourage a focus on culture and developing people and frontline leaders — “invest in your people.”
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