The Toyota Way – Principle 5

Build a culture of stopping to fix problems, to get quality right the first time «Mr. Ohno used to say that no problem discovered when stopping the line should wait longer than tomorrow morning to be fixed. Because when making a car every minute we know we will have the same problem again tomorrow». Fujio […]

The Toyota Way – Principle 4

Level out the workload (Heijunka) «In general, when you try to apply the TPS, the first thing you have to do is to even out or level the production. And that is the responsibility primarily of production control or production management people. Leveling the production schedule may require some front-loading of shipments or postponing of […]

The Toyota Way – Principle 3

Use «pull» systems to avoid overproduction «The more inventory a company has… the less likely they will have what they need». Taiichi Ohno, Contrary to what Toyota does, many companies and organizations work according to their internal planning. According to plan, they do what is best for them and produce parts, goods and services according […]

The Toyota Way – Principle 2

Create a continuous process flow to bring problems to the surface «If some problem occurs in one-piece flow manufacturing then the whole production line stops. In this sense it is a very bad system of manufacturing. But on the other hand, when production stops everyone is forced to solve the problem immediately. So team members […]

The Toyota Way – Principle 1

Base management decisions on a long-term philosophy, even at the expense of short-term financial goals «The most important factors for success are patience, a focus on long term rather than short-term results, reinvestment in people, product, and plant, and an unforgiving commitment to quality». Robert B.McCurry, former Executive VP of Toyota Motor Sales Toyota is […]