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.
FEATURE – As they progress on their lean journey, organizations need to learn to adjust their stance to the type of problem they face. Introducing his new book, the author offers precious tips on problem solving.
INTERVIEW – What is the secret to Toyota’s ability to engage people in continuous improvement? Tracey and Ernie Richardson look back at their time with the company and tell us.
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.
INTERVIEW – The Chief of Agile at Toyota Connected tells us about the agility journey of Toyota and explains why the divide between lean thinking and Agile has no reason to exist.
FEATURE – Study tours in Japan are an increasingly popular learning tool for lean practitioners. The author reflects on the first ever tour she ran and on what it left people with.
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.
WOMACK’S YOKOTEN – The author visits a company that has sustained lean for a decade. In trying to understand how they did it, he finds how fundamentally the management system has changed.
INTERVIEW – Convinced that a product that is correctly engineered is easy to manufacture, this product development unit relies on lean thinking to ensure its remotely operated vehicles perform at their best.
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.
THE TOOLS CORNER – This month, the author discusses how we can ensure quality problems are identified early, tackled swiftly and prevented from reoccurring.
INTERVIEW – With the closure of Toyota’s operations in Altona, the land Down Under is left without its lean poster child. Alister Lee tells us who the community there should look to next.
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.
THE TOOLS CORNER – For the second article in our new series, the author offers a guide to the origins and use of one of lean's most important tools: SMED.
THE TOOLS CORNER – In this new series, we go back to basics, offering a guide on how to implement some of the most important lean tools and explaining why they are so clever. First up, Kanban.
FEATURE – Last year’s shut-down of Toyota’s Altona plant in Australia moved us all. Here, the former Divisional Manager of Manufacturing offers a first-hand account of how the company made the most of a terrible situation.