Video: Toyota Helps a NYC Food Bank & Hurricane Sandy Victims

Screen Shot 2013-06-23 at 8.10.34 AMHere’s a video produced about some work that Toyota’s TSSC  did for a New York City food bank, applying Toyota Production System principles to help provide more food to those in need after “Superstorm Sandy.”

The video demonstrates how creativity thinking and process improvement (or redesign) can provide great social benefits – increasing the number of food boxes that can fit in a truck or making it easier (and faster) for volunteers to fill boxes.

One of the people in the video, Jamie Bonini, was a recent presenter at the Lean Healthcare Transformation Summit. Like Jamie Flinchbaugh and myself, Bonini is a graduate of the MIT Leaders for Global Operations Program.

It’s great that Toyota should share their expertise… not telling the Food Bank how to improve, but helping them figure out how to do so.

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Mark Graban's passion is creating a better, safer, more cost effective healthcare system for patients and better workplaces for all. Mark is a consultant, author, and speaker in the "Lean healthcare" methodology. He is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. His most recent project is an book titled Practicing Lean that benefits the Louise H. Batz Patient Safety Foundation, where Mark is a board member. Mark is also the VP of Improvement & Innovation Services for the technology company KaiNexus.

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  1. #Lean: The Toyota Production System is Mainly About the Philosophy | Lean Blog

    […] I made a few tweaks to the content of the 3rd edition’s “first pages” based on some input from Jamie Bonini, vice president of the TSSC group within Toyota. They are the ones that did the great work with UCLA Harbor Medical Center and others, as highlighted in “The Toyota Effect” videos and earlier work with the NYC Food Bank. […]

  2. Mark Graban

    Toyota has also helped a food bank in South Dallas:

    Toyota says philanthropy is at its core, and Plano is seeing it in action

    It says:

    The Toyota employees spent three months reorganizing some of the operations at the food bank’s small pantry in South Dallas.

    “You’d have bottlenecks,” Kurian said. “People were having to wait to get through the lines.”

    Before Toyota brought TPS to the food bank, the pantry was serving an average of 12 people an hour, she said. Now it averages 20 an hour, a 66 percent increase.

    “Other companies have helped us with consulting and other needs,” Kurian said. “But to my knowledge, this was the first time a company looked at our operations and changed our way of doing things.”

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