Collaboration Rules

BY ASHISH | ROOPAKSHI | SUCHIT | SUDEEP T

Similarities and Differences to Markets

Like: Self-organizing Unlike: No Cash or Contracts

Similarities and Differences to Hierarchies

Like: Low Transactional Costs Unlike: Members from Different Organizations Like: A Common Purpose Unlike: Self-motivated

Emergency Responses
Linux
University of Triestes Gentoo

Toyota Production System

Fire at Kariya Number 1

servers and Rsync file transfer mechanism attacked Open-source Developers were contacted who were no longer working on Rsync Amatures and Professionals who packaged Gentoo Linux were contacted Patch and announcement was posted to Rsyncs website within hours Open source developers created deliberately vulnerable servers to catch the Cracker

automotive parts supplier to Toyota GIT principles would have led to shut down of TPS for months Tier one suppliers agreed to increase supply Tier 2 suppliers volunteered Kyoritsu- T2 supplier was the first to deliver production quality valves

What lies at the core of Linux and Toyota collaborations?

A common work discipline Attention to smaller details at a time Widespread, Granular Communication Openly accessible modes of communication Exchange of small bits at a time Leaders as connectors Articulation of clear and simple goals Leading is not distinct from doing

The infrastructure components of Linux and Toyota

Common Intellectual Property General Public License No distinction between producer and user All Toyota suppliers share process improvement lessons with each other Simple, Pervasive Technology Linux emails, listservs etc Toyota pagers, TV monitors etc

Rich Semantic Knowledge

Includes ambiguous knowledge about content and

process that aids creative collaboration

Sheen of a body stamping on a Toyota Lexus having

insufficient luster

Intrinsic Motivation
If you are making something to give away to the

world , something that represents to millions of users your philosophy of computing, you will always make it the very best product you can- Linus Torvalds Reputational issue and developers own exacting standards TPS workers enjoy fewer control, greater individual initiative and louder applause

High levels of Trust & Cheap Transactions

Transaction costs: Cash spent on negotiation,

supervision and restitution of imperfections Cash transaction costs alone accounted for half the non-governmental US GDP Aisin trusting its rival suppliers with the P-valve blueprints Transaction costs at Toyota is 1/8th of those at GM