| The underlying principles of the Toyota Production | | | | process flow to bring problems to the surface, use the |
| System have been called the Toyota Way. These | | | | pull system to avoid overproduction, level out the |
| principles revolutionized the manufacturing industry and | | | | workload, build a culture of stopping to fix problems to |
| helped develop Toyota into the company it is today. | | | | get quality right from the first, standardized tasks are |
| The Toyota Way has been outlined by Toyota as | | | | the foundation for continuous improvement and |
| continuous improvement, and respect for people. | | | | employee empowerment, using visual control so no |
| Continuous improvement encompasses challenge, | | | | problems are hidden and using only reliable, thoroughly |
| kaizen and genchi genbutsu. Challenge means forming | | | | tested technology that serves your people and |
| a long term vision and meeting challenges with | | | | processes. |
| courage and creativity to realize dreams. Kaizen is | | | | Adding value to the organization encompasses |
| improving business operations continuously and always | | | | growing leaders that thoroughly understand the work, |
| striving for innovation and evolution. Genchi genbutsu is | | | | live the philosophy and teach it to others, developing |
| going to the source to find the facts to make correct | | | | exceptional people and teams that follow your |
| decisions. Respect for people encompasses respect | | | | company's philosophy and respecting your extended |
| and teamwork. Respect is for respecting others, | | | | network of partners and suppliers by challenging them |
| making efforts to understand each other, take | | | | and helping them improve. |
| responsibility and doing the best to build mutual trust. | | | | The principle of continuously solving root problems |
| Teamwork is stimulating personal and professional | | | | encompasses seeing for yourself to thoroughly |
| growth, share the opportunities of development and | | | | understand a situation, making decisions slowly by |
| maximize individual and team performance. | | | | consensus, thoroughly considering all options and |
| Outside observers of Toyota and summarized the | | | | implementing decisions rapidly, and becoming a learning |
| Toyota Way principles a little differently. They see the | | | | organization through relentless reflection and |
| Toyota Way as basing management decisions on long | | | | continuous improvement. |
| term philosophy even at the expense of short term | | | | Instead of people resigning themselves to problems, |
| financial goals, the right process will produce the right | | | | becoming hostage to routine and no problem solving, |
| results, add value to the organization by developing | | | | the Toyota Way goes back to the basics exposing |
| your people and partners, continuously solving root | | | | the real significance of problems and making |
| problems drives organizational learning. | | | | fundamental improvements. This can be seen in the |
| The right process encompasses creating continuous | | | | Toyota Production System. |