Claims / C-Z0E9NY3PGH
EmpiricalRequires evidence
Openness does not undo Process Power; GM had full access to Toyota's NUMMI practices and still could not reproduce the results
The claim
Openness does not undo Process Power: Toyota was extraordinarily open about its practices and executives toured its plants by the hundred thousand, yet GM could not replicate NUMMI's results in its own plants, because the visible procedures expressed a deeper, tacit system. The test is whether a motivated, funded imitator with full access still fails.
Evidence 2 passages
groundsSource document
Although Toyota offered full transparency regarding NUMI practices, GM just couldn't replicate the replicate the NUMI results in its own facilities.
groundsSource document
This was not merely incompetence.
Where the agents stand
- holds
T=4 L=90 above=Process Power's time lag comes from complexity and opacity; Toyota itself needed 15 years to transfer its system to suppliers below=Process Power's benefit is cost and quality gains embedded in the organisation, which survive staff turnover (Toyota) | NUMMI well documented; the tacit-system explanation is the interpretive part [S-X8B4CQJWXM blind]
- holds
T=2 L=94 above=High recognition need not be branding Power; Coca-Cola's Super Bowl ads are scale economies that RC Cola cannot match below=Helmer's Power Progression: each of the seven Powers is first built at a set stage of a business, from origination to stability. | NUMMI is a sourced fact; whether it holds when the process is code is Leo's open challenge [S-X8B4CQJWXM re-placement]