The slower but consistent tortoise causes less waste and is more desirable than the speedy hare that races ahead and then stops occasionally to doze.….

Where there is no Standard there can be no Kaizen.

When you are out observing on the gemba, do something to help them. If you do, people will come to expect that you can help them and will look forwar….

Standards should not be forced down from above but rather set by the production workers themselves..

And we are reducing the time line by reducing the non-value-added wastes..

Progress cannot be generated when we are satisfied with existing situations..

If you are going to do TPS you must do it all the way. You also need to change the way you think. You need to change how you look at things..

Something is wrong if workers do not look around each day, find things that are tedious or boring, and then rewrite the procedures. Even last month's….

The Toyota style is not to create results by working hard. It is a system that says there is no limit to people's creativity. People don't go to Toyo….

The more inventory a company has, the less likely they will have what they need..

The key to the Toyota Way and what makes Toyota stand out is not any of the individual elements…But what is important is having all the elements toge….

Make your workplace into showcase that can be understood by everyone at a glance. In terms of quality, it means to make the defects immediately appar….

If you are going to do kaizen continuouslyyou've got to assume that things are a mess. Too many people just assume that things are all right the way ….

All we are doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reduci….

It takes great effort to follow the rules of a pull system ... thus a half-hearted introduction of a pull system brings a hundred harms and not a sin….

No one has more trouble than the person who claims to have no trouble.

Costs do not exist to be calculated. Costs exist to be reduced..

We are doomed to failure without a daily destruction of our various preconceptions..

My first move as the manager of the machine shop was to introduce standardized work..

Having no problems is the biggest problem of all..

Data is of course important in manufacturing, but I place the greatest emphasis on facts..