Chapter 2 Toyota Production System (TPS) as a system
We continually hear people—some of them executives and consultants—refer to TPS as a toolbox. They pick out the tools—the Andon Cord, the kanban cards, the kaizen blitz, or even a pattern of behavior—that they hope will address whatever problem their company (or their client) is having right now.
That’s a seriously naïve approach and a grossly incomplete description of TPS. As we will see repeatedly, TPS is a rational framework made of systems that complement each other. That means that the various systems are theoretically and practically coherent. You can’t pick and choose which parts you want to carry out, any more than you can pick and choose among the organs ...
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