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Leadership is the most critical capability gap in the lean movement, and it is the root cause of many lean programme failures. Western (American or European) corporations’ traditional leadership styles and management approaches—and, for that matter, most Japanese organizations’—are vastly different from lean leadership.
Toyota’s success isn’t attributable to the company’s usage of a conventional “lean” manufacturing procedure or any internal Six Sigma implementation. It is, instead, centered on leadership. It can be found, more specifically, in a Toyota leader’s mentality, which sees self-development and training others as the only method to not only discover the right answer for […]
Despite all of the lean projects executed over the last two decades, no other firm has achieved the same level of constant operational excellence as Toyota. Why?
