ABSTRACT
This chapter presents the question of what to put into a management system. The earliest criticisms Toyota managers from Japan had when they saw the American deployment of the vaunted Toyota Production System (TPS), what is more generally called Lean, is that Americans focused solely on “tools” while ignoring the most important part of TPS, the people and their culture. The experiment way forward finding components that work effectively within the context of our own history, culture, style, and circumstances. The Amazon only hires people who are highly skilled in their specialties, while Toyota looks mainly for people who have a work attitude that matches the culture and then teaches them the skills they will need to do their jobs. The chapter also presents an overview of the key concepts discussed in this book.
