INTERVIEW – Toyota’s approach to developing capabilities and its focus on life-long learning are inspirational. But how do people at Toyota actually learn?
FEATURE – In the age of complexity and disruption, flowing value to customers as quickly as possible is critical. The new Toyota Flow System strives to address this issue.
INTERVIEW – A couple of weeks ago, our editor caught up with Toyota veteran Sadao Nomura. In this Q&A, he discusses quality improvement and leadership engagement.
FEATURE – The car industry is undergoing incredible change and ‘disruption’ is the word on everyone’s lips. How can companies survive it? Once again, Toyota shows us the way.
FEATURE – One of the things making lean thinking so hard to explain in general terms is its dual nature as both an organizational and managerial approach. The authors explain how to handle this tension.
INTERVIEW – A team from LGN just spent a week on the gemba with Toyota veteran Hideshi Yokoi for a jishuken exercise. We asked him to explain to us how he used this practice while at Toyota Motor Kyushu.
VIDEO - In this video from the recent European Lean Educator Conference, John Shook and Isao Yoshino draw on their experience at Toyota to reflect on the development of lean thinkers.
RESEARCH – The authors present a new perspective on value creation. In addition to monozukuri (making things) and hitozukuri (making people), they discuss the idea of kotozukuri, making things happen.
FEATURE – Following a recent visit to Toyota, the authors strive to challenge popular beliefs and shed a light on the underlying philosophy that has made TPS a success for over half a century.
FEATURE – To really embrace lean thinking means to ensure the bureaucratic structures in our organizations enable our people to excel, rather than constrain their creativity.
FEATURE – The author offers an overview of the ingredients that made lean thinking what it is, of the 30 years of incubation it underwent at Toyota, and of its diffusion from 1980 onwards.
FEATURE – In this interesting piece, the author explains why living up to the ideal of mutual trust is hard, and how lean tools can help us build a workplace based on respect.
INTERVIEW – Having started to explore TPS in the mid-1970s, Freddy Ballé is one of the great pioneers of our movement. Here, he shares what he learned about Toyota over the past 40 years.
PROFILE – What does one learn from working for Toyota over 40 years? This Australian leader has developed a unique holistic view, and a strong set of technical and social skills.
INTERVIEW – In this Q&A with Catherine Chabiron, Toyota veteran Isao Yoshino discusses NUMMI, management at the company, and how to change the mindsets of leaders.
NOTES FROM THE GEMBA – This month, the author shares her account of a recent gemba walk at a Tier 2 Toyota supplier, which has achieved impressive results by applying TPS.
FEATURE – Following a visit to a Toyota supplier in Japan, the authors reflect on the nature of kaizen and explain why we might be looking for it in the wrong place.
ROUND-UP – The Lean Global Network’s week in Japan in September was full of learning and inspiration. We asked five LGNers to share their biggest takeaways.