Why Boston's MBTA Needs Kaizen

If you are unaware of the situation here in Boston, we have been absolutely bombed with snowfall (another 6-12 inches expected this weekend). Conditions have become so treacherous all train services have twice been suspended (for more than 24 hours) during the last two weeks. Boston is home of the oldest public subway system in America and the entire city is built around it. Commuting to work, for the past two weeks, has been a nightmare.

Tempers are running short and frustration abounds.

These emotions were all on display at a recent press conference with Beverly Scott, head of Boston metro’s public transportation system (Massachusetts Bay Transportation Authority or MBTA). At one point she she suggested that “God Junior” would have been hard pressed to keep the T’s old rail-cars running in so much snow. She muttered “Lord Jesus” when a reporter pointed out the MBTA is billions of dollars in debt.

Underlying the crisis is what appears to be a communication breakdown between Scott and the newly appointed Governor (translation: being thrown under an MBTA bus). Earlier in the week Governor Charlie Baker suggested the MBTA’s performance was unacceptable. He later clarified his frustration was directed at the system, not at Scott. Regardless, Scott resigned, benefiting no one.

It’s clear there is a crisis. The multiple snowstorms, and more on the way, have revealed just how badly Boston metro’s train system has been allowed to deteriorate.

Perhaps part of this problem is due to a “all or nothing” thinking of system improvement. Systems don’t generally improve this way, rather they are built in small incremental steps. This concept is neatly summed up by the Japanese philosophy of Kaizen, also known as “continuous improvement” and used to great effect at Toyota.

In the Kaizen system, ideas are easily communicated from employees to management. Both employees and management are rewarded when good ideas are put in place. Kaizen seeks to answer the question “How does one make things work better today?” It is a forward-thinking system, rather than a reactive one.

If this model were applied to Boston’s MBTA, train engineers would have a channel to communicate their vital insight and suggestions directly to management. Likewise, management could issue challenges to engineers, for example “How can we reduce wait times on the Red Line?” or “How can we make the Green B line move faster?”, and reward employees who come up with good solutions. In an ideal system, ideas could be implemented collaboratively and refined collectively, with other employees adding other suggestions on top of other suggestions.

This model benefits everyone involved. Employees feel valued and recognized, management can demonstrate system-wide improvement, and consumers are better served.

The best news is this isn’t a world of fantasy. Suggestions and ideas are plentiful in any organization. It’s usually just a matter of getting them communicated to the right people. Fortunately there are now many ways to facilitate this open communication.