Can the Toyota Way survive Toyota’s ways?
NEW YORK (Fortune) — In the 1950s, a Toyota engineer named Taiichi Ohno, just back from visiting the United States, where he was wowed by its supermarkets, began to think about how he could use what he saw as a way to run a factory. He obsessed over the idea of eliminating waste, of avoiding inventory buildup, of empowering workers to follow instructions meticulously and of aiming to continually improve.
