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The 14 principles of the Toyota way: An executive
summary of the culture behind TPS
Article · January 2004
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Appendix
An Executive Summary
and Assessment of
the 14 Principles
THE TOYOTA WAY IS MORE THAN
TOOLS AND TECHNIQUES
The more I have studied TPS and the Toyota Way, the more I understand that it
is a technical and social system working together. The Toyota Way leads to more
dependence on people, not less. On a daily basis, engineers, skilled workers, quality
specialists, vendors, managers, team leaders, and—most importantly—team members are all engaged in continuous problem solving and improvement, which over
time trains everyone to think scientifically and become better problem solvers.
This Appendix provides a synopsis of the 14 principles that constitute the
Toyota Way. The principles are organized into four broad interrelated categories:
Philosophy—Long-term systems thinking.
Process—Struggle to flow value to each customer.
■ People—Respect, challenge, and grow your people and partners toward
a vision of excellence.
■ Problem solving—Think and act scientifically to improve toward a desired
future.
■
■
I have also included Figure A.1 for you to do a very rough assessment of
where you are on the 14 principles. I developed descriptors for a baseline of topdown management and control, compared with companies at the tool level of
lean and then with the ideal of the Toyota Way principles. You can simply circle
where you are on each principle. If you believe you are between two levels, put
an X in between. If you connect the circles and Xs, you will have a visual profile.
You might want to reword some of the principles with your version for your
company.
You could also use this for planning, marking where you want to be over the
next year or so. The point is not to develop desired targets on each principle and
375
Appendix
376
then try to implement them all. As you learned about the scientific way of thinking in this book, think about the future state as possible challenges. As in hoshin
planning, pick the critical few. Don’t take on too many at once. Then approach
them iteratively, one target condition at a time. Experiment, learn, have fun!
Instructions: Circle maturity level for each principle that best fits. If between two
levels, put an X on the border. Then mark your desired future state, where you would
prefer to be.
#
Principle
Command and
Control
Lean Tools
Approach
Toyota Way Vision
Level 1
Level 2
Level 3
Short-term
performance
Lengthen payback
horizon
Long-term,
holistic impact on
society and key
stakeholders
Philosophy
1
Long-term
systems
thinking
Process
2
Continuous
flow
Individual-process
focus
Connected
processes
Tighten coupling
through kaizen
3
Pull
Scheduled push
Visual or electronic
kanban
Buffers that shrink
through kaizen
4
Level
Erratic ups and
downs
Leveling method
Continually reducing uneveness and
overburden
5
Standardized
processes
Imposed by staff
specialists
Staff specialists
responsible for
standardized work
with input
Standardized work
owned by work
groups to support
kaizen
6
Design-build
in quality
Find and fix
problems
Apply quality
techniques
Designed-in quality
and in-station
control
7
Visual control
Hidden from view
5S and visual
management
Visual standards
within work process
8
Technology
supports
people and
process
Latest technology
pushed
Right-sized technology to support flow
Simple, slim, and
flexible technology
supports kaizen
Fast-track training
Leader standardized
work
Leaders coach and
develop others
People
9
Develop
leaders
Appendix
377
10
Develop
people and
teams
Introduce job, then
learn on own
Lean short courses
and practice
Semiautonomous
teams of highly
developed people
11
Partner with
value stream
Adversarial costreduction focus
Long-term
relationships with
key partners
Cross-enterprise
learning
Problem Solving
12
Observe
deeply
and learn
iteratively
Plan solutions,
implement, confirm
Standard
problem-solving
methodology
Develop mindset of
scientific thinking
13
Aligned goals
Top-down targets,
delegated execution
Top-driven hoshin
kanri tools
Collaborative planning and ongoing
improvement and
reflection at all levels
14
Bold strategy, Strategy divorced
large leaps,
from execution
small steps
Connect strategy to
lean processes
Long-term strategy
with appropriate
flexibility and control
in execution
Figure A.1
Maturity levels for Toyota Way principles.
EXECUTIVE SUMMARY OF
THE 14 TOYOTA WAY PRINCIPLES
Part I Philosophy—Long-Term Systems Thinking
Principle 1. Base your management decisions on long-term
systems thinking, even at the expense of short-term financial
goals.
Have a philosophical sense of purpose that supersedes any short-term
decision-making. Work, grow, and align the whole organization toward
a common purpose that is bigger than making money. Understand your
place in the history of the company and work to bring the company to
the next level. Your philosophical mission is the foundation for all the
other principles.
■ Generate value for the customer, society, and the economy—it is your
starting point. Evaluate every function in the company in terms of its
ability to achieve this.
■
Appendix
378
Think of your organization as a living sociotechnical system rather than
simple and direct cause-and-effect relationships. Investing in developing
people allows them to locally control complex system dynamics.
■ Be responsible. Strive to decide your own fate. Act with self-reliance and
trust in your own abilities. Accept responsibility for your conduct and
impact on society, the environment, and the communities where you do
business.
■
Part II: Processes—Struggle to Flow Value
to Each Customer
Principle 2. Connect people and processes through continuous
process flow to bring problems to the surface.
Design work processes to achieve high-value-added, continuous flow at
the pace of customer demand. Strive to cut back to zero the amount of
time that any work project is sitting idle or waiting for someone to work
on it.
■ Strive for one-piece flow to move material and information fast as well as
to link processes and people together so that problems surface right away.
Benefits include productivity gains, better quality, shorter lead time,
enhanced responsiveness to customers, higher morale, and better safety.
■ Make flow evident throughout your organizational culture. It is the key
to progress toward a true continuous improvement process and to developing people.
■
Principle 3. Use “pull” systems to avoid overproduction.
Provide your downline internal and external customers with what they
want, when they want it, and in the amount they want.
■ When one-piece flow with zero inventory is not practical, use small
inventory or information buffers and initiate replenishment based on
consumption. Over time work to reduce or eliminate these buffers.
■ Minimize your work in process and warehousing of inventory by stocking
small amounts of each product and frequently restocking based on what
the customer actually takes away.
■ Be responsive to the day-by-day shifts in customer demand rather than
relying on computer schedules and systems to track wasteful inventory.
■
Appendix
379
Principle 4. Level out the workload, like the tortoise, not the hare
(heijunka).
Eliminating waste is just one-third of the equation for making lean successful. Eliminating overburden to people and equipment and eliminating unevenness in the production schedule are just as important as eliminating waste—yet generally not understood at companies striving for
lean flow.
■ Work to level out the workload of all manufacturing and service processes as an alternative to the stop-start approach of working on projects
in batches that is typical at most companies.
■
Principle 5. Work to establish standardized processes as the
foundation for continuous improvement.
Strive for stable, repeatable methods to maintain a steady cadence in your
processes based on customer takt. It is the foundation for flow and pull.
■ Capture the accumulated learning about a process up to a point in time
by standardizing today’s best practices.
■ Allow creative and individual expression to improve upon the standardized
work; then incorporate it into the new standardized work so that when a
person moves on, you can hand off the learning to the next person.
■
Principle 6. Build a culture of stopping to identify out-of-standard
conditions and build in quality.
Quality for the customer drives your value proposition.
Use appropriate quality assurance methods.
■ Build into your equipment the capability of detecting problems and stopping itself and allow people to activate an andon to call for assistance.
■ Build into your organization rapid support systems to respond to calls
for help and make appropriate decisions to contain the problem and later
solve the problem.
■ Build into your culture brutal honesty about weaknesses in the system
and use deviations from standard as data to drive improvements.
■
■
Principle 7. Use visual control to support people in decisionmaking and problem solving.
■
Use simple visual indicators to help people determine immediately
whether they are in a standard condition or deviating from it.
Appendix
380
When using a computer screen design simple computer displays that
instantly clarify the actual and desired conditions.
■ When possible, design simple visual systems built into the work process, to
support flow and pull.
■
Principle 8. Adopt and adapt technology that supports your
people and processes.
Use technology to support people and processes. Often it is best to work
out a process manually before adding technology to support the process.
■ Pull technology to help address real problems rather than pushing technology because it is the latest fad.
■ Conduct tests before adopting new technology in business processes,
manufacturing systems, or products.
■ Develop people to understand technology deeply in order to continually
improve even automated processes.
■ Use IoT technologies to support people in problem solving and improvement.
■
Part III: People—Respect, Challenge, and Grow Your
People and Partners Toward a Vision of Excellence
Principle 9. Grow leaders who thoroughly understand the work,
live the philosophy, and teach it to others.
Grow leaders from within when possible, rather than buying them from
outside the organization, to build and sustain the culture.
■ Do not view the leader’s job as simply accomplishing tasks and having good
people skills. Leaders must be role models of the company’s philosophy and
way of doing business.
■ A good leader must understand the daily work in sufficient detail so he or
she can be the best teacher of your company’s philosophy.
■ One of the most important jobs of a leader is to develop other leaders
through coaching.
■
Principle 10. Develop exceptional people and teams who follow
your company’s philosophy.
Develop exceptional individuals and teams to work within the corporate
philosophy to achieve exceptional results.
■ Use cross-functional teams to improve quality and productivity and
enhance flow by solving difficult technical problems. Empowerment
occurs when people use the company’s tools to improve the company.
■
Appendix
381
Localize control of daily operations within work groups with leaders who
self-manage internal disturbances and develop their people.
■ Build an environment of mutual trust with job security where possible as
the foundation.
■
Principle 11. Respect your value chain partners by challenging
them and helping them improve.
Have respect for your value stream partners, from suppliers to dealers to
services, and treat them as extensions of your business.
■ Challenge your outside business partners to grow and develop. It shows
that you value them. Set challenging targets and assist your partners in
achieving them.
■
Part IV: Problem Solving—Think and Act Scientifically to
Improve Toward a Desired Future
Principle 12. Observe deeply and learn iteratively (PDCA) to meet
each challenge.
Solve problems and improve processes by going to the source and personally observing and verifying data rather than theorizing on the basis of
what other people or the computer screen tells you.
■ Become a learning organization by developing in people the mindset to
think scientifically about all problems and challenging goals.
■ Learn to appropriately switch between “slow thinking” and “fast thinking.”
■ Develop scientific thinking, with deliberate practice based on kata and
usually with a coach.
■
Principle 13. Focus the improvement energy of your people
through aligned goals at all levels.
Hoshin kanri (policy deployment) is Toyota’s approach to jointly aligning
goals and plans at all levels to lay out the challenges and targets for the year.
■ Hoshin kanri uses a planning period to lay out challenges and milestones,
with execution step-by-step through experimentation and learning.
■ The process of working toward breakthrough objectives to achieve new
standards (PDCA) is supported by daily management to identify and
eliminate deviations from standard (SDCA).
■ The simple A3, a sheet of paper 11 inches x 17 inches in size, is a tool for
summarizing thinking about plans and actions and results so leaders can
coach and develop people.
■
Appendix
382
■
Use hansei (reflection) at key milestones to openly identify weaknesses
and prioritize areas for improvement.
Principle 14. Learn your way to the future through bold strategy,
some large leaps, and many small steps.
Organizations need a strategy (plan) to provide a distinctive product or
service, coupled with effective execution.
■ A strategy to deal with an uncertain future (external) should fit with the
development of capabilities (internal).
■ The competing values model can help conceptually identify where a firm
needs to be externally and internally and how the strategy relates to execution.
■ Each organization is in a unique position and needs its own strategy;
copying benchmarked companies can stunt creative thinking and set you
back competitively.
■
Glossary
A3 report: Toyota uses a tool called the A3 (named after the international paper
size on which it fits) to convey information in a single page using bullet points,
charts, and graphs. Toyota utilizes the tool to foster scientific thinking, to mentor, and to align individuals with the goals of the organization.
Andon: Andon is a Japanese term meaning “light” or “lamp.” In lean manufacturing, an andon refers to a tool that is used to alert and inform leaders of problems within their production process in order to immediately address the issue
and prevent its recurrence. At Toyota, the andon is usually a cord that production
team members are encouraged to pull to alert team leaders if they spot something
that threatens safety, quality, or productivity. Equipment has automatic sensing
and signaling built in.
CASE: Sometimes referred to as C.A.S.E., and meaning connectivity, autonomous, shared, and electrified. CASE refers to the next generation of vehicles that
will be able to connect to outside systems; will be able to drive by themselves or
with minimal human direction; will be used by multiple people rather than a
single owner; and will use electrified power.
Continuous flow: The ideal state of flowing value at the rate of customer demand
through the supply chain, through various people and processes, and to the customer with minimal information or material buffers.
5S: In Japanese, the five Ss are seiri, seiton, seiso, seiketsu, and shitsuke. Translated
into English, they are, respectively:
1. Sort: Sort through items and keep only what is needed while relocating
or disposing of what is not.
2. Straighten (orderliness): “A place for everything and everything in its
place.”
3. Shine (cleanliness): The cleaning process often acts as a form of inspection that exposes abnormal and prefailure conditions that could hurt
quality or cause machine failure.
4. Standardize (create rules): Develop systems and procedures to maintain
and monitor the first three Ss.
5. Sustain (self-discipline): Maintaining a stabilized workplace is an ongoing process of continuous improvement as conditions change.
383
384
Glossary
Gemba (genba): Gemba is one of the key principles of lean manufacturing and
the Toyota Production System. Gemba is roughly translated from the Japanese as
“the real place.” In this sense, “real” refers to going to where the action is happening to study and understand the condition.
Genchi genbutsu: The actual place and actual thing. It’s the Toyota principle of
teaching by going directly to the source to find the facts of a situation, to make
correct decisions, to build consensus, and to achieve goals.
Hansei: Refers to the process of reflection to recognize one’s mistakes, feel sincerely
concerned about them, and take appropriate steps to avoid their reoccurrence.
Heijunka: A Japanese word that roughly translates to “leveling.” Heijunka levels
demand by type and quantity over a fixed period of time to create a smooth flow
of work, reducing unevenness and overburden. It is the foundation for flow, pull,
and standardized work.
Hoshin kanri: The management system that helps an organization to remain
competitive year after year by keeping the entire organization aligned and focused
on achieving well-defined and shared goals. It starts with the firm’s strategy and
then several-year goals, and then cascades down vertically and horizontally so
everyone has aligned objectives for each year. Individual improvement efforts
should be aimed, not only at making the person more productive and effective, but at achieving the overall goals for the organization. The planning process
and execution both provide opportunities for leaders to coach at each level and
develop people.
Hourensou: A Japanese word made up of three parts: “hou” (hou koku—to
report), “ren” (renroku—to give updates periodically), and “sou” (sou dan—to
consult or advise). Toyota stresses the importance of sharing information at all
levels of the organization as well as the importance of managers staying informed
about the activities of their subordinates. As a result, Toyota managers strive
to find efficient ways to get information fed to them and to give feedback and
advice to help train and develop people. While there is no single methodology
for accomplishing this, many Toyota executives ask their subordinates to give
daily reports.
IoT (internet of things): The concept of connecting any device to the internet
and to other connected devices. This includes everything from cell phones, coffeemakers, washing machines, headphones, lamps, and wearable devices, to manufacturing equipment and vehicles. Advanced systems use cameras and sensors to
collect data and artificial intelligence to analyze the data and provide direction,
for example, for maintenance of equipment.
Glossary
385
Jidoka: A term that refers to a machine that has the capacity to stop itself whenever a problem is detected. By adding this intelligence to the machine, it frees up
the operator to do value-added work and problem solving.
Just-in-time (JIT): A system of continuous flow that brings all materials and
information in small lots to the point of use as they are needed—neither too
early nor too late. This avoids waste including overproduction and creates a more
efficient flow that quickly surfaces abnormalities so people can improve quality,
cost, on-time delivery, and responsiveness to changes in customer demand.
Kaizen: A Japanese word meaning “change for the better” or “continuous
improvement.” It is both a philosophy of striving for excellence and a method of
iterative improvement following PDCA. It is a passionate focus that engages the
entire organization.
Kanban: A scheduling system for just-in-time production that puts the customer
in control of ordering materials and information directly as needed. The kanban
itself is a binary signal of some type—manual, sound, lights, or electronics—that
says “I am ready for more of this.”
Kata: Kata has two meanings. One is the form, or way of doing things. The
second is the pattern of movements to be practiced in developing a fundamental
skill. The improvement kata (IK) model (developed by Mike Rother) consists of
four steps that reflect thinking scientifically about the direction, the current situation, short-term targets, and experiments. Practice routines have been developed
for the coaching kata (CK) centered on a series of questions to help the coach
keep the learner on track following the kata until thinking scientifically comes
naturally.
Keiretsu: After World War II, the traditional structure of Japanese companies
was upended. Most major companies reorganized as keiretsu, which translates
to “lineage” or “grouping of enterprises,” and structured themselves in integrated
groups, horizontal and vertical integration. The formal keiretsu was later banned
as being monopolistic, but the close-knit business dealings continued.
Key performance indicators (KPIs): A common term in business that refers to a
standard set of metrics used to evaluate performance. Key performance indicators
are measurements and metrics that support and facilitate achieving critical goals
of an organization. Toyota visually displays KPIs on graphs and charts and sets
targets, for example through hoshin kanri, to motivate improvement activities.
Lean: Authors James Womack, Daniel Jones, and Daniel Roos introduced the
term “lean manufacturing” in their book The Machine That Changed the World to
describe the Toyota Production System. The authors describe lean as a superior
386
Glossary
paradigm that combines the best of mass production and craft production with
the goal of improving productivity, reducing lead times, cutting operating costs,
improving product quality, and providing safety and high morale for members.
Muda: Muda refers to waste, which is Toyota’s term for anything that takes time
but does not add value for your customer. Seven types of common muda were
identified in manufacturing: overproduction, waiting, unnecessary transport,
overprocessing, excess inventory, unnecessary movement, and defects. This list
has been modified by others for service and information industries.
Mura: Unevenness that results from an irregular production schedule or fluctuating production volumes due to internal problems, like downtime, missing parts,
or defects. Unevenness in production levels makes it necessary to have on hand
the equipment, materials, and people for the highest level of production—even
if the average requirements are far less. And unevenness leads to too little work
sometimes and overburden at other times.
Muri: Overburdening people or equipment. Muri is pushing a machine or person beyond natural limits. Overburdening people results in safety and quality
problems. Overburdening equipment causes breakdowns and defects. In other
words, muri can cause muda. And even worse, overburdening people can cause
health and safety problems.
Nemawashi: An informal process of laying the foundation for a proposed change
or project by talking to the people concerned and gathering support and feedback. The goal is to establish consensus and broad support for change by involving
everyone impacted by the change before formally announcing the new initiative.
PDCA: The acronym for plan-do-check-act, or sometimes, plan-do-check-adjust. PDCA is a cornerstone of scientific thinking and is at the center of the
process of continuous improvement.
Pull system: A pull system is designed to avoid overproduction. Under a pull system, after materials are used or purchased, a signal is sent to the preceding process
step authorizing replacement or production of what is needed next. A common
example of a pull system is a supermarket. When products are purchased in a
grocery store, a vacant spot is created on the shelf. At a regular interval, a stockperson will check for quantities of goods removed and will replenish them. In
manufacturing, the idea is the same: maintain small quantities of items that are
needed and replenish only after reaching a trigger point.
Scientific thinking: Scientific thinking acknowledges our comprehension is
incomplete so works to test ideas and learn from the tests. Toyota takes a factbased, iterative learning approach to overcoming difficult challenges. Scientific
Glossary
387
thinking is at the center of the Toyota Way 4Ps: philosophy, process, people, and
problem solving.
Sensei: Honored teachers who have achieved mastery in a certain area. A lean
sensei has repeatedly demonstrated mastery at the gemba. Whether they are
called a coach, teacher, mentor, or sensei, experts in lean have been instrumental in teaching the Toyota Production System within Toyota, particularly as it
expanded among its suppliers and into other countries.
Standardized work: Standardized work allows for a repeatable process at the rate
of customer demand and is integral to a smooth flow of work. By documenting
the current best known way of performing the work, standardized work forms
the baseline for kaizen, or continuous improvement. As the standard is improved,
the new standard becomes the baseline for further improvements, and so on.
Toyota Business Practices (TBP): When Fujio Cho led the introduction of the
Toyota Way in 2001, he realized that wasn’t enough to help employees to develop
the mindset for continuous improvement and to learn how to respect and develop
people. Within a few years, he introduced Toyota Business Practices—which, on
the surface, was an eight-step problem-solving process. Cho did not set out to
create a rigid problem-solving method that always has to be followed, but rather
to use it as the framework for developing Toyota Way thinking through practice
on real-world problems. The eight steps are:
1. Clarify the problem.
2. Break down the problem.
3. Set a target.
4. Analyze the root cause.
5. Develop countermeasures.
6. See countermeasures through.
7. Evaluate both results and process.
8. Standardize successful processes.
Toyota Production System (TPS): The Toyota Production System is Toyota’s
unique approach to manufacturing and the basis for much of the lean production movement that has dominated manufacturing and service trends for the last
30 years or more. Led by Taiichi Ohno, TPS was constructed in a time of low
demand and a high need for variety in Japan, which necessitated a manufacturing
approach that allowed for quick changeovers, low inventories, and flexibility.
Based on the philosophies of jidoka and just-in-time, TPS can efficiently
and quickly produce products of sound quality, one at a time, that fully satisfy
customer requirements.
388
Glossary
Value stream mapping: A method to understand the material and information
flow in a sequence of work processes. The current-state map depicts how value
flows to the customers and the various wastes that are obstacles to this flow. The
future-state map is an aspirational vision of how material and information need
to flow to achieve business objectives.
Visual management: An approach for quickly showing visually the current status of a process, procedure, or project and how that relates to the standard. Gaps
are the focus of improvement.
Toyota has made an art form out of visual management. The Toyota Way
recognizes that visual management complements humans because we are visually,
tactilely, and audibly oriented.
Yokoten: A Japanese term that means “across everywhere” or “spread horizontally.” In the parlance of lean manufacturing, yokoten refers to the transfer of
lean manufacturing knowledge and practices from one operation to another or
laterally across the organization. Importantly, yokoten is not about replicating
a process exactly; rather, it is meant to encourage managers to become aware
of good practices, observe them, reflect upon them, and creatively utilize that
knowledge to improve the functions they manage.
For Further Reading
TOYOTA WAY SERIES
AND OTHER LIKER BOOKS
Eduardo Lander, Jeffrey Liker, and Tom Root, Lean in a High-Variety Business:
A Graphic Novel About Lean and People at Zingerman’s Mail Order (New
York: Productivity Press, 2020).
Jeffrey Liker (ed.), Becoming Lean: Inside Stories of U.S. Manufacturers (New
York: Productivity Press, 1997).
Jeffrey Liker and Gary Convis, The Toyota Way to Lean Leadership: Achieving and
Sustaining Excellence Through Leadership Development (New York: McGrawHill, 2011).
Jeffrey Liker and James Franz, The Toyota Way to Continuous Improvement:
Linking Strategy and Operational Excellence to Achieve Superior Performance
(New York: McGraw-Hill, 2011).
Jeffrey Liker and Michael Hoseus, Toyota Culture: The Heart and Soul of the
Toyota Way (New York: McGraw-Hill, 2008).
Jeffrey Liker and David Meier, The Toyota Way Fieldbook (New York: McGrawHill, 2006).
Jeffrey Liker and David Meier, Toyota Talent: Developing People the Toyota Way
(New York: McGraw-Hill, 2007).
Jeffrey Liker with Timothy Ogden, Toyota Under Fire: Lessons for Turning Crisis
into Opportunity (New York: McGraw-Hill, 2011).
Jeffrey Liker and Karyn Ross, The Toyota Way to Service Excellence: Lean
Transformation in Service Organizations (New York: McGraw-Hill, 2016).
J. K. Franz and Jeffrey Liker, Trenches: A Lean Transformation Novel
(CreateSpace Independent Publishing Platform, 2016).
James Morgan and Jeffrey Liker, The Toyota Product Development System:
Integrating People, Process, and Technology (New York: Productivity Press,
2006).
389
390
For Further Reading
James Morgan and Jeffrey Liker, Designing the Future: How Ford, Toyota, and
Other World-Class Organizations Use Lean Product Development to Drive
Innovation and Transform Their Business (New York: McGraw-Hill, 2018).
TOYOTA KATA BOOKS
Mike Rother, Toyota Kata: Managing People for Improvement, Adaptiveness, and
Superior Results (New York: McGraw-Hill, 2009).
Mike Rother, Toyota Kata Culture: Building Organizational Capability and
Mindset Through Kata Coaching (New York: McGraw-Hill, 2017).
Mike Rother, The Toyota Kata Practice Guide (New York: McGraw-Hill, 2017).
SELECTED LEAN ENTERPRISE
INSTITUTE BOOKS
Freddy Ballé and Michael Ballé, The Gold Mine: A Novel of Lean Turnaround
(Boston: Lean Enterprise Institute, 2005).
Pascal Dennis, Getting the Right Things Done: A Leader’s Guide to Planning and
Execution (Boston: Lean Enterprise Institute, 2006).
Karen Gaudet, Steady Work (Boston: Lean Enterprise Institute, 2020).
Mike Rother and John Shook, Learning to See: Value-Stream Mapping to Create
Value and Eliminate Muda (Boston: Lean Enterprise Institute, 2000).
John Shook, Managing to Learn: Using the A3 Management Process to Solve
Problems, Gain Agreement, Mentor, and Lead (Boston: Lean Enterprise
Institute, 2008).
Art Smalley, Four Types of Problems: From Reactive Trouble Shooting to Creative
Innovation (Boston: Lean Enterprise Institute, 2018).
OTHER BOOKS
Jim Collins, Good to Great: Why Some Companies Make the Leap . . . and Others
Don’t (New York: HarperBusiness, 2001).
Charles Duhig, The Power of Habit: Why We Do What We Do in Life and Business
(New York: Random House, 2012).
For Further Reading
391
Carol Dweck, Mindset: The New Psychology of Success (New York: Ballantine
Books, 2007).
Takahiro Fujimoto, The Evolution of a Manufacturing System at Toyota (New
York: Oxford University Press, 1999).
John Medina, Brain Rules: 12 Principles for Surviving and Thriving at Work,
Home, and School (Seattle, WA: Pear Press, 2014).
Yashuhiro Monden, Toyota Production System: An Integrated Approach, 4th ed.
(Boca Raton, FL: CRC Press, 2012).
Taiichi Ohno, Workplace Management (New York: McGraw-Hill, 2012).
Taiichi Ohno, Toyota Production System: Beyond Large-Scale Production (New
York: Productivity Press, 2019).
Richard Sheridan, Joy, Inc.: How We Built a Workplace People Love (New York:
Portfolio, 2015).
Shigeo Shingo and Andrew P. Dillon, A Study of the Toyota Production System:
From an Industrial Engineering Viewpoint (Boca Raton, FL: CRC Press,
2019).
Durward Sobek II and Art Smalley, Understanding A3 Thinking: A Critical
Component of Toyota’s PDCA Management System (Boca Raton, FL: CRC
Press, 2008).
Steven Spear, The High-Velocity Edge: How Market Leaders Leverage Operational
Excellence to Beat the Competition (New York: McGraw-Hill, 2010).
James Womack and Dan Jones, Lean Thinking: Banish Waste and Create Wealth
in Your Corporation (New York: Free Press, 2003).
James Womack, Dan Jones, and Dan Roos, The Machine That Changed the
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