Lean as a learning system: What do organizations need to do to get the transformational benefits from Toyota’s method?

Abstract

Purpose The creators of the “lean” approach share their extensive experience, highlighting how organizations can reap the benefits of Toyota’s approach. Design/methodology/approach Based on the authors expertise and 30 plus years of experience developing and implementing the “lean” approach. Findings A shift is required in leaders, away from a chain of command to a chain of help. Type IV learning is required where everyone, including the “leaders”, explores, learns, and figures out, experientially, one change at a time. Originality/value The paper provides a succinct summary of the need for a mind-set shift in leaders if they are to create a truly lean culture in their organization. They call for leaders to start a cognitive revolution, rather than look to “bolt on” lean to existing organizational practices.