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

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Here'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 creative 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
Mark Graban is an internationally-recognized consultant, author, and professional speaker, and podcaster with experience in healthcare, manufacturing, and startups. Mark's new book is The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation. He is also the author of Measures of Success: React Less, Lead Better, Improve More, the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, and the anthology Practicing Lean. Mark is also a Senior Advisor to the technology company KaiNexus.


  1. 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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