Why is TPS so smart?
FEATURE – A real understanding of Lean Thinking can only stem from an exploration of its tacit aspects, not just its most explicit, easy-to-grasp elements.
Toyota Production System
One-time customer, lifelong customer
FEATURE – We start the new year with a reminder to put customers first, always. It is they who make our business and keep our lean initiatives true, says the author.
Don’t try to copy Toyota, understand it instead
FEATURE – Based on his direct decades-long experience at Toyota, the author explains what it takes to establish problem-finding and a kaizen culture in new environments.
Creating Toyota cultures around the world
FEATURE – The Lean Global Network just published a new book by Kiyoshi “Nate” Furuta sharing compelling examples of how Toyota principles and culture can be effectively spread to new environments.
Deep dive in a lean digital company #6
FEATURE – In the final article of her series, the author spends a day with Theodo’s CEO and co-founder to learn how lean informs its strategy and vision.
Superior quality to beat the competition
FEATURE – Today we repurpose a great article published in 2016 on Japanese industry magazine Kojo Kanri that focuses on radical quality improvement at Toyota Industries Corporation.
How Dantotsu helped us to radically improve our quality
INTERVIEW – The former executive of the Toyota Material Handling plant in Italy reflects on how Sadao Nomura’s “Dantotsu” method helped them to drastically improve quality.
People, invention, and radically great quality
FEATURE – The authors discuss radical quality improvement at Toyota and introduce a new book by Sadao Nomura that the Lean Global Network has just co-published.
What is a real lean transformation?
FEATURE – Looking at successful journeys, the authors explain why a true lean transformation requires a chain of mentoring in TPS to fulfil the promise of each person’s individual learning.
Two giants, two communities, one lasting thing
FEATURE – John Shook remembers the work of Ezra Vogel and Norman Bodek and discusses how, in their own way, each of their contributions help us to understand the Toyota Production System.
The role of “System 3” thinking
FEATURE – This compelling article explores how our brain constantly looks for emotional resonance with the environment around us. Is this System-3 type thinking the key to enabling joint problem solving?
Passing down TPS across generations
FEATURE – This intimate account looks back at the time one of the authors spent working with Harada-san and how it shaped his career and encouraged him to spread TPS knowledge.
Harada-san and the steps to better Jidoka
FEATURE – In the first piece of a series on Takehiko Harada’s contribution to TPS, the authors discuss the Nagara Switch and how it helps to achieve better Jidoka.
When startups visit Toyota
FEATURE – Digital organizations are starting to recognize that Toyota’s unique approach can show them the way forward, just like it does “traditional” organizations. Here, we hear from a few startup CEOs following their trip to Japan.
What does learning look like at Toyota?
INTERVIEW – Toyota’s approach to developing capabilities and its focus on life-long learning are inspirational. But how do people at Toyota actually learn?
Introducing the Toyota Flow System
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.
Leading a quality revolution
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.
Surviving an inflection point
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.