Ohno would have to become Toyota adequate the new necessities of the production. The Japanese laborers strong were influenced still by the artisan traditions and relutavam in executing repetitive and static tasks of a line of production to the style of Ford and the North American industries. The change would have to be organizacional and mannering. Ohno needed to promote a deep change in the standards of productive behavior, in such a way Japanese as occidental person. They were customs sufficiently taken root in culture productive, accepted as normal and considered invariant in the absolute opinion of the involved ones with the universe of the industrial production.
The resistance to the system of Toyota, was not only in the internal scope. As much the laborers as the suppliers, were pressured so that they produced more cheap, with bigger rapidity and superior quality. With the time, the resistncias had diminished and with this, it after appeared a spirit of cooperation and motivation the constatao of good productive results. Ohno got the cooperation of the laborers, who had enriched the system contributing with its opinions and, especially, its experiences. They inside offered to its proper ideas and solutions for the problems appeared of the new productive process.
The existing system from now on, started to evolve in constant and gradual way, provoking the envolvement and the contact narrowest them operators of the assembly line with the leading body of the company. It fits to register that the Japanese automotiva industry passed for the experience of the negative growth immediately after the crisis of the oil in 1973, and a time alone entered in collapse. However, then after, the exportations had increased e, comparative to the state of inactivity of the other industries, only the automotiva seemed to enjoy of good luck. In Toyota it was analyzed as to install autonmico nervous system in the proper enterprise organization, that grew quickly.