Home > Knowledge Center> TPS versus Lean and the Law of Unintended Consequences

TPS versus Lean and the Law of Unintended Consequences

1/12/2009

During a visit to former colleagues at a Toyota engine plant, Art Smalley met no change agents or black belts, nor saw value-stream maps, or U-shaped cells. The reason, explains Smalley, a Toyota veteran and author of the Creating Level Pull workbook, is that Toyota's production system is not about tools but about reflecting long and hard on identifying the greatest need for improvement before reaching for a tool. It also devotes much more time to problem solving and developing people than most people realize.