Introduction: Rediscovering the Roots of Lean TPS

In today’s world, the term Lean has strayed far from its origins. What began as a set of deeply embedded principles within the Toyota Production System (TPS) has, over time, been diluted by consultants and industries far removed from Toyota’s original intent. While the label “Lean” has grown in popularity, the fundamental understanding of TPS—rooted in Kaizen, waste elimination, and the Respect for People—has often been lost or misunderstood.

This article proposes a system that reclaims the essence of TPS by calling it what it was meant to be: Lean TPS. It aims to strip away the misconceptions, highlight the original philosophies, and reaffirm that the continuous pursuit of perfection is at its heart.

?

What is North American Lean?

The term “Lean” is often synonymous with the Toyota Production System (TPS). However, Lean, as it is widely understood today, is not the same system pioneered by Toyota.

The term “Lean” was first coined by John Krafcik in his 1988 article, "Triumph of the Lean Production System," based on his master's thesis at MIT Sloan School of Management. Since then, Lean has taken on many different interpretations, often drifting away from the principles that Taiichi Ohno and the early TPS leaders instilled at Toyota.

?

Introducing My Lean TPS Thinking

While Lean has been defined in many ways, my understanding of TPS—what I now refer to as Lean TPS Thinking—is deeply connected to the Kaizen philosophy. At the core of Lean TPS Thinking is a systematic and continuous approach to eliminating the eight forms of waste and improving processes to create flow of high-quality products and services at the pull of the customer.

Key to this approach is Respect for People, which emphasizes the need to empower employees at all levels of the organization. Continuous Improvement is not just a process-based initiative but a cultural one, where daily small improvements lead to significant long-term success.

I often state that Lean TPS Thinking is the application of TPS principles with a 5S Thinking mindset, where everything starts with the workplace organization and leads to continuous improvement. While 5S is commonly mentioned in Lean implementations, I want to clarify that Toyota originally used a 4S system, and 5S became a widely adopted methodology later on.

?

The Philosophy Behind Lean TPS

Lean TPS is not just about tools like SMED, Kanban, or Jidoka—it is about an overarching philosophy. TPS principles were designed to systematically pursue perfection through Kaizen—continuous, incremental improvements. Waste elimination is at the heart of this system, but it only works when built on a strong Respect for People and a genuine commitment to customer satisfaction.

Today, we see Lean diluted in its interpretation. Lean Six Sigma frameworks, while useful in some contexts, often fail to incorporate the deeper cultural and philosophical elements that made TPS so successful. Many organizations “do Lean,” focusing on cost reduction and process optimization without embracing the critical cultural transformation required for sustainable success.

The Western interpretation of Lean, I argue, has often focused on tools rather than the underlying philosophies. Toyota’s Respect for People and the focus on continuous improvement are often underemphasized or entirely overlooked.

?

Why I Call it Lean TPS

I advocate for the term Lean TPS to distinguish the true essence of TPS from the fragmented Lean systems that many organizations practice today. Lean TPS reclaims the original philosophy and reinforces the Kaizen mindset, which is focused on daily, continuous improvements involving everyone in the organization.

For example, 5S has often been presented as a core Lean tool. In fact, 5S was born from 4S, which Toyota used as a starting point. This is an important distinction: while 5S helps improve workplace organization, it should be seen as a philosophy rather than a stand-alone tool.

The Toyota Production System is much more than a collection of tools and techniques—it is a way of thinking that should permeate every aspect of the organization. Lean TPS is my proposal to reclaim that thinking and ensure that it remains connected to Toyota’s original principles.

?

Conclusion: Reclaiming the True TPS

The time has come to reclaim TPS for what it truly is: a holistic, people-centered approach to continuous improvement. Lean TPS is not a buzzword or a quick fix—it is a philosophy that drives every action, every process, and every decision.

By using the term Lean TPS, we ensure that organizations seeking true operational excellence focus on the principles of Respect for People, Kaizen, and waste elimination. The pursuit of perfection begins with small, meaningful improvements, guided by the TPS philosophies that have stood the test of time.

#LeanTPS #ToyotaProductionSystem #ContinuousImprovement #Kaizen #RespectForPeople #WasteElimination #OperationalExcellence #LeanThinking #5S #TPS