There is no “one way” to do any of the lean processes. We have finally concluded
that there are certain things that a good Toyota Production System (TPS) sensei
instinctively knows and understands but they “don’t know how they know.” This
provides an ongoing challenge to effectively communicate with and teach others.
The Toyota Way is passed from person to person through a process of
repeated suggestions to “just do,” multiple attempts, reflections, and review,
further attempts and reviews, and so on, continuing again and again until intu-
itional ability is achieved. This method of learning creates a challenge when it
comes to explaining “why” something is done, or why it is important. How do
we know what we know? How do we know what to do next? How do we see
traps? The answer is: It seems intuitive and right.
We always insist in any company we work with that individuals be assigned
full-time as disciples of the Toyota Way. They must be coached by a lean expert
one-on-one, much as anyone experienced at a craft (cooking, sewing, sports)
would pass on his or her accumulated wisdom to a student. This method is
slow and tedious; however, it develops individuals capable of facing any con-
dition and understanding an appropriate course of action. It develops individ-
uals who believe in their gut and “know” the right thing to do next. This is
important, since they will continually have to convince others who do not
believe, and do not know, and wish to continue the old ways.
This book is an attempt to clarify the thought process used by Toyota and
how those ideas are applied and used to create the tremendous success Toyota
has achieved. We focus on how to think about the process and about solutions.
This process will provide many challenges along the way. Always remember
the frequent admonitions and challenge that is issued at Toyota: “Please try”
and “Do your best.”
xx Preface