Toyota Production System

Leading a quality revolution

array(2) {
  [0]=>
  object(WP_Term)#4026 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(169)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4025 (11) {
    ["term_id"]=>
    int(2356)
    ["name"]=>
    string(6) "Toyota"
    ["slug"]=>
    string(6) "toyota"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2356)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(31)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
InterviewsMay 23, 2019
Sadao Nomura
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

array(2) {
  [0]=>
  object(WP_Term)#4037 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(303)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4038 (11) {
    ["term_id"]=>
    int(2356)
    ["name"]=>
    string(6) "Toyota"
    ["slug"]=>
    string(6) "toyota"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2356)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(31)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesApr 9, 2019
Jim Morgan
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

array(2) {
  [0]=>
  object(WP_Term)#4050 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(303)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4051 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(128)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesMar 14, 2019
Michael Ballé & Nicolas Chartier
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

array(2) {
  [0]=>
  object(WP_Term)#4065 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(169)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4070 (11) {
    ["term_id"]=>
    int(2356)
    ["name"]=>
    string(6) "Toyota"
    ["slug"]=>
    string(6) "toyota"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2356)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(31)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
InterviewsMar 2, 2019
Hideshi Yokoi
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

array(2) {
  [0]=>
  object(WP_Term)#4057 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(303)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4032 (11) {
    ["term_id"]=>
    int(2356)
    ["name"]=>
    string(6) "Toyota"
    ["slug"]=>
    string(6) "toyota"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2356)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(31)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesJan 19, 2019
Joakim Hillberg
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

array(1) {
  [0]=>
  object(WP_Term)#4026 (11) {
    ["term_id"]=>
    int(111)
    ["name"]=>
    string(8) "Research"
    ["slug"]=>
    string(8) "research"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(111)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(13)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
ResearchJan 8, 2019
Michael Ballé, Daryl Powell and Kodo Yokozawa
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

array(2) {
  [0]=>
  object(WP_Term)#4033 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(303)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4035 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(128)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesSep 17, 2018
Daryl Powell and Michael Ballé
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

array(2) {
  [0]=>
  object(WP_Term)#4071 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(303)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4042 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(128)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesAug 14, 2018
Michael Ballé
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

array(2) {
  [0]=>
  object(WP_Term)#4049 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(303)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4041 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(128)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesJul 24, 2018
John Shook
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.
building trust lean company

Michael Ballé on how to really build trust in a lean company

array(2) {
  [0]=>
  object(WP_Term)#4064 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(303)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4060 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(128)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesJun 1, 2018
Michael Ballé
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 pioneer Freddy Ballé

An interview with lean thinking pioneer Freddy Ballé

array(3) {
  [0]=>
  object(WP_Term)#4046 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(169)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#3267 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(128)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#4054 (11) {
    ["term_id"]=>
    int(117)
    ["name"]=>
    string(8) "Profiles"
    ["slug"]=>
    string(8) "profiles"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(117)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(149)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
InterviewsMay 21, 2018
Catherine Chabiron
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.
Doug Rickarby profile lean leadership

What this leader has learned in 40 years at Toyota Australia

array(3) {
  [0]=>
  object(WP_Term)#4097 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(169)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4096 (11) {
    ["term_id"]=>
    int(117)
    ["name"]=>
    string(8) "Profiles"
    ["slug"]=>
    string(8) "profiles"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(117)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(149)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#4095 (11) {
    ["term_id"]=>
    int(2356)
    ["name"]=>
    string(6) "Toyota"
    ["slug"]=>
    string(6) "toyota"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2356)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(31)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
ProfilesMay 2, 2018
Roberto Priolo
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.
Isao Yoshino interview lean management Toyota

Isao Yoshino reflects on the role of management at Toyota

array(4) {
  [0]=>
  object(WP_Term)#4088 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(169)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4087 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(128)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#4089 (11) {
    ["term_id"]=>
    int(117)
    ["name"]=>
    string(8) "Profiles"
    ["slug"]=>
    string(8) "profiles"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(117)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(149)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [3]=>
  object(WP_Term)#4090 (11) {
    ["term_id"]=>
    int(2356)
    ["name"]=>
    string(6) "Toyota"
    ["slug"]=>
    string(6) "toyota"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2356)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(31)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
InterviewsJan 15, 2018
Isao Yoshino
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.
Mifune supply chain management Toyota

Walking the gemba at a Toyota parts supplier in Japan

array(3) {
  [0]=>
  object(WP_Term)#4087 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(303)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4076 (11) {
    ["term_id"]=>
    int(2424)
    ["name"]=>
    string(15) "Lean Production"
    ["slug"]=>
    string(15) "lean-production"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2424)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1593) "The term “lean production” refers to the set of tools and techniques used to streamline and improve a company’s production system. With its roots in the Toyota Production System, lean production aims to boost productivity while reducing waste. Companies that successfully embrace lean production methods can achieve impressive improvements in their performance. The superiority of a lean production system was first identified by Womack and Jones during their research on Japanese carmakers. Initially, it was believed that lean was only applicable to production, whereas today we know those principles can be applied in any sector.

With more and more organizations (not just manufacturing firms) turning to automation to try and solve every-day problems, lean production offers an approach that gives the operators and their work the dignity they deserve. This idea is best expressed by the concept of the andon, a cord hanging above lean production lines that operators can pull whenever they encounter a problem they can’t solve right way (this is the base of the fundamental lean principles of jidoka, “automation with a human touch”). Lean is clearly an alternative to reckless management that considers people as mere capital.

The main characteristics of a lean production system are the fact the different stages of production happen in a sequence without interruptions (known as flow) and that the pace of production is set by the customers (pull)."
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(30)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#4096 (11) {
    ["term_id"]=>
    int(2356)
    ["name"]=>
    string(6) "Toyota"
    ["slug"]=>
    string(6) "toyota"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2356)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(31)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesDec 7, 2017
Catherine Chabiron
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.
Michael Ballé on kaizen

Why real kaizen and innovation start with leadership

array(3) {
  [0]=>
  object(WP_Term)#4068 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(303)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4106 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(128)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#4107 (11) {
    ["term_id"]=>
    int(2353)
    ["name"]=>
    string(6) "Theodo"
    ["slug"]=>
    string(6) "theodo"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2353)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(11)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesNov 21, 2017
Michael Ballé, Benoît Charles-Lavauzelle & Régis Médina
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.
lean global network japan

Five key takeaways from our lean week visiting Toyota

array(2) {
  [0]=>
  object(WP_Term)#4091 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(303)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4075 (11) {
    ["term_id"]=>
    int(2356)
    ["name"]=>
    string(6) "Toyota"
    ["slug"]=>
    string(6) "toyota"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2356)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(31)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesNov 17, 2017
Planet Lean
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.
John Shook in Toyota City with the LGN

John Shook discusses Toyota and Japan at Nagoya station

array(3) {
  [0]=>
  object(WP_Term)#4056 (11) {
    ["term_id"]=>
    int(104)
    ["name"]=>
    string(10) "Interviews"
    ["slug"]=>
    string(10) "interviews"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(104)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(169)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4106 (11) {
    ["term_id"]=>
    int(117)
    ["name"]=>
    string(8) "Profiles"
    ["slug"]=>
    string(8) "profiles"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(117)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(149)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#4089 (11) {
    ["term_id"]=>
    int(2356)
    ["name"]=>
    string(6) "Toyota"
    ["slug"]=>
    string(6) "toyota"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2356)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(31)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
InterviewsOct 10, 2017
John Shook
INTERVIEW – For its 10th anniversary, the Lean Global Network went to Japan for a study mission. Our editor spoke with John Shook on a Shinkansen platform after four days in Toyota City and Nagoya.
Tracey Richardson lessons Toyota

Tracey Richardson on the deep meaning of standards at Toyota

array(3) {
  [0]=>
  object(WP_Term)#4050 (11) {
    ["term_id"]=>
    int(102)
    ["name"]=>
    string(8) "Features"
    ["slug"]=>
    string(8) "features"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(102)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(0)
    ["count"]=>
    int(303)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [1]=>
  object(WP_Term)#4031 (11) {
    ["term_id"]=>
    int(2420)
    ["name"]=>
    string(15) "Lean Management"
    ["slug"]=>
    string(15) "lean-management"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2420)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(1378) "The idea of “lean management” can refer to both individual managerial behaviors and, more in general, the set of principles and practices characterizing the adoption of lean thinking in an organization.

In the first case, lean management is closer in meaning to the idea of “lean leadership” and entails the development of behaviors that foster continuous improvement at the front line, such as respect for people, asking questions (rather than providing answers), going to see to really understand the work and the causes of problems, and scientific problem solving. In the second instance, lean management describes the lean philosophy more in general.

In its more general meaning, lean management – or lean thinking, if you prefer – derives from the Toyota Production System and is now recognized as a superior management approach that, through continuous improvement, customer focus, teamwork and relentless people engagement, leads to great results in terms of quality, performance, delivery, and cost. The promise of lean management is to create the most value for customers using the least possible amount of resources. As an approach to running a business, it brings benefits to all parties involved, from customers to employees, suppliers to wider society.

 "
    ["parent"]=>
    int(2418)
    ["count"]=>
    int(128)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
  [2]=>
  object(WP_Term)#4071 (11) {
    ["term_id"]=>
    int(2356)
    ["name"]=>
    string(6) "Toyota"
    ["slug"]=>
    string(6) "toyota"
    ["term_group"]=>
    int(0)
    ["term_taxonomy_id"]=>
    int(2356)
    ["taxonomy"]=>
    string(8) "category"
    ["description"]=>
    string(0) ""
    ["parent"]=>
    int(2348)
    ["count"]=>
    int(31)
    ["filter"]=>
    string(3) "raw"
    ["term_order"]=>
    string(1) "0"
  }
}
FeaturesAug 21, 2017
Tracey Richardson
FEATURE – Through this intimate anecdote from her days at Toyota Motor Manufacturing Kentucky, the author tells us of her experience with standardization… and of the deep leadership lessons hiding behind it.