4 Rules of Toyota Production System ‘TPS’

Spear and Bowen (1999) explain how TPS creates a community of scientists as the system enables establishing sets of hypotheses when defining specifications and then testing them. The system drives people at all levels (shop floor workers, team leaders, managers, etc) to get involved in experiments that are recognised as... read more →

8 Common Mistakes Implementing Lean

Mistake 1: No Vision & No Strategy The starting point for any initiative must be a clear vision of what we want to achieve and where we want to be in the future. Organisations that lack a clear vision will not be able to set goals... read more →
how to generate more Kaizen ideas v veer

Kaizen Ideas – How to generate more ideas

Have you ever thought about What triggers ideas , or  "Why do we seek change?".  This article will help increase generating kaizen ideas. The need for change and triggering ideas are happening because of 2 simple reasons.  The first reason is  the brain identifies a problem so it triggers the need for change to eliminate it.  The second... read more →
kaizen culture leadership and management system v veer

Kaizen Culture: Leadership & Management System

When establishing a kaizen culture, it is essential that top management provide their employees with the initiatives behind it and why it is required. Management must also provide employees with the resources they need. Examples of the resources can be time, material, tools, training, support, and/or coaching. A team leader’s... read more →
a3 problem solving cycle v veer

A3 Problem Solving Cycle Explained

The A3 problem solving is one of the most used lean tools out there today. But, unfortunately it is also one of the most misused, too. The aim of the A3 at Toyota, based on literature and the many advocates of TPS, is to have a strong structured way to... read more →