The main features of the Toyota Production System (TPS) have been widely publicised and discussed since the 1980s. By now, other car manufacturers might reasonably have been expected to have learned the lessons and fully caught up with Toyota's productivity levels. This has still not happened. Part of the explanation is simply Toyota's high investment in plant and equipment. This article focuses on the complementary human aspects, the subtle elements of Toyota's organisation and culture which have ensured the continuing success of the TPS.
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