One lesson implicit in this discussion is that we should not spend too much time benchmarking what others—including Toyota—are doing. You yourself are the benchmark:
Where are you now?
Where do you want to be next?
- Chapter 3 Philosophy and Direction
- from Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
- Publisher: McGraw-Hill
- Released: September 2009
this is contrary to Creditas performance review where It's important to benchmark the competitors.
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