Blog What Toyota’s 1992 Booklet Leaves Out About Leadership ByMark Graban July 8, 2026 Comment (0) 36 The 1992 Toyota booklet says surprisingly little about leadership. There’s a Kiichiro Toyoda quote… Read More Blog The Taiichi Ohno 1981 Story Keeps…
You finally found the perfect hire. The one who did this exact job, at a company just like yours, for six years. No training required. You felt the relief of it. Someone who already knows the work, who can start…
In 2006, I started this podcast. Jeff Liker was guest number 3, in August of that year. He has been back on seven more episodes since, which makes him one of the most frequent guests this show has ever had.…
Mike Stoecklein recalls a story secondhand. It was, he thinks, at one of the last four-day seminars W. Edwards Deming ever gave. Deming was frail by then. Someone later told Mike that when the seminar got to the Red Bead…
TL;DR: Rory Sutherland’s Alchemy is a useful provocation for Lean practitioners. Lean already knows how to test small, low-cost ideas without demanding an airtight ROI in advance. We sometimes forget. A Small Idea, Quietly Killed A few years ago, I…
In March 2007, Jim Womack told me about his biggest disappointment. The Machine That Changed the World had been out for more than sixteen years, sold around a million copies, and was about to be reissued with an updated subtitle:…
There’s a moment every experienced leader knows. Someone brings you a problem, and you can see the answer before they finish the sentence. You’ve been in this situation before. You know what to do. And so you tell them. It…
Here’s the most famous example of root cause analysis in the Lean world, from Taiichi Ohno’s book on the Toyota Production System. You’ve seen it in training decks, conference talks, blog posts. I’ve shared it myself plenty of times. See…
Jamie Bonini described a person who looks like 25% overhead to a finance team — but without whom the entire Toyota Production System falls apart. Bonini is the vice president of Toyota’s Production System Support Center (TSSC), which has spent…
TL;DR: Organizations invest in teaching people to see problems and solve problems — but skip the middle step: making it safe and worthwhile to speak up about them. I’ve seen blank huddle boards in hospitals. Cards and markers sitting untouched.…
TL;DR: Kaizen means “change for the better.” Everyone improves their own work, one small change at a time, using the scientific method. It’s not a suggestion box — it’s collaborative, fast, and action-oriented. Success depends on leadership engagement and psychological…
TL;DR: GM said it believed in long-term thinking. NUMMI actually practiced it. A 1987 GM executive summary admitted that short-term financial pressure drove decisions at GM far more than at NUMMI. The difference wasn’t philosophy — it was system design.…
