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.
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.
Lean as a two-step engine
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.
Jishuken at Toyota Motor Kyushu
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.
Developing lean thinkers – Lessons from Toyota
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.
Monozukuri, Hitozukuri, Kotozukuri
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.
Good Thinking, Good Products
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.
The depth of lean thinking
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.
Lean Thinking: ingredients, incubation and diffusion
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.
Michael Ballé on how to really build trust in a lean company
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.
An interview with lean thinking pioneer Freddy Ballé
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.