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The Taozen system requires the pyramid to be inverted.
By being effective and efficient at whatever we do!We create a number of outputs such as the reduction of waste however we are not limiting our thinking to the reduction of waste.Lean thinking can be seen to be extremely effective in three main, let's say, catogories of business. It also helps everyone to understand their roles & goals to achieve it.---The survival of your organisation depends upon engaging the ability all your people to improve these flows and your P, S and E’s faster than any existing or future competitor.
Where does it come from? The second, and equally important, is senior management commitment. I've never heard of Taozen - curious to hear more about it? The output of your organisation has three main dimensions P, S & E; P, physical products. From finding & fixing problems, to predicting them & preventing their occurrence. The goal in this area is to release & focus the total ability of all our people to achieve the goals in the first two areas. Their hunch is that is we are really looking at a business system paradigm shift – the feeling we had in the 1990s – most cut and dried explanations will really be a reversal to the mean: normalizing Toyota’s differences into what business already does, with an added plus of lean culture.For this set of lean people, Toyota today remains very relevant, not necessarily as an ideal, but certainly as long-lasting representative of a different way of thinking we have not quite grasped right now.Which is, you’ll have to guess where I stand, and whyLuckily, as opposed to other Japanese companies, Toyota has made tremendous efforts to spell out their business system, particularly in the forms of the Toyota Production System (another Toyota name for it is the “Thinking People System,” which is quite telling):And the Toyota Way, regrouping the fundamental values of:As well as Toyota’s Business Practices of 1/ clarifying the problem, 2/ breaking down the problem, 3/Setting the target, 4/ Seeking root cause, 5/ developing countermeasures, 6/ Seeing the countermeasures through, 7/ Monitoring both results and processes and 8/ Standardizing successful processes. - Closing comments at the end of a Kaizen Institute Study Mission to Japan in 1992.“For this to happen (to successfully introduce TPS), the president must realise they are completely responsible.” Taiichi OhnoThank you Michael Ballé. It is true that "...each person finds in Lean what they seek...", which means CEOs seeking traditional cost (budget) cutting can (mistakenly) see Lean as helpful towards meeting that need. My impression in Japan was that only Toyota suppliers truly follow TPS - so the distinguishing factor might not be national cutlure, although, for sure, many things are interpreted differently in Asia and in the West - or between Continental Europe and Anglo-Saxons for that matter ;^)I think there cannot be one distinguishing factor, any excellence we see in life is a culmination of many factors coming together to create a "ripe" situation, for excellence to take place. Lean is mostly used to take costs out of operations by applying lean “tools” – i.e. The key is PEOPLE and more importantly leadership that is truly committed to making improvements beyond colorful slides, white boards, and such. This must give them; what they want, when they want it, in the quantity they want. Through lean management, what adds value becomes clear by removing or reducing everything that doesn’t add value.The idea of lean manufacturing was first championed by the But lean as an idea that encompasses reduction of waste goes back to Benjamin Franklin, who wrote about it in his Poor Richard’s Almanack. How to Practice Lean Manufacturing.
--- We must move from 2F’s to 2P’s. Zero - Downtime.