It is comforting to believe that if we could only implement the right cells and other lean tools to eliminate waste in the process, we could let it r… - Jeffrey K. Liker

every Toyota team member goes through a basic set of development steps at each stage of her development, following the process of basic learning by copying exactly (shu), mastering the basics so that they become second nature (ha), and becoming so masterful at the basics that she can go beyond these and improvise (ri).

Toyota’s success, in short, is not rooted in its application of a standard “lean” methodology to manufacturing, nor can it be found in any internally implemented equivalent of Six Sigma. Instead, it is rooted in its leaders. More specifically, it can be found in the approach that a Toyota leader takes, seeing self-development and training others as the only possible path, not only for finding the right solution for the problem at hand, but for constantly and consistently improving performance day after day.

We strive to decide our own fate. We act with self-reliance, trusting in our own abilities. We accept responsibility for our conduct and for maintaining and improving the skills that enable us to produce added value.