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Lean Thinking

Think. Like. Toyota.

In the material handling industry, labour and damage costs play a significant role in all overall operational costs. Toyota has long been at the forefront of developing appropriate solutions for various industries. Through utilising technology, Toyota increases safety and productivity to achieve exceptional efficiency. For those who demand accuracy, higher throughput and flexibility in an ever-changing environment – Toyota has the way.

Toyota is recognised as the source of lean thinking – which is applicable to any business and any process. At the core of lean thinking is the concept of True North. This centres on striving towards the ultimate vision, and one of Toyota’s True North goals is Zero Muda – the Japanese term for “elimination of waste”. In short, Toyota aims to eliminate Muda in its internal operations and external products via lean thinking.

Toyota have achieved this, but working in a lean way is not a quick fix. Built on Toyota’s core values, there are many elements to Toyota’s approach. Yet it takes top-down commitment from everyone in the organisation. Using this set of basic principles, one must always challenge themself to find a better way of doing things. How? By working together and respecting the knowledge of everyone involved. If you want an insight into the process, reach out to Locators today.

The Toyota Way

More than 100 years of combined material handling excellence.

Toyota’s mission is to bring exceptional efficiency to your material handling operations. To achieve this, they have implemented a set of values called the Toyota Way. The heart of the culture of Toyota came from its founder Sakichi Toyoda, who defined the Toyota precepts as a testimonial to his own spirit. These have been passed down continuously over generations and all its employees apply these values at every level – in their daily tasks and their relations with others.

1. Challenge
To maintain a long-term vision and meet all challenges with the courage and creativity needed to realise that vision, Toyota must . . .
2. Kaizen
Continuously improve. No process can ever be perfected – there is always room for improvement and so Toyota optimises its operations by . . .
3. Genchi Genbutsu
“Go and See” – Toyota always goes to the source to find the facts to make correct decisions, build consensus and achieve goals.
4. Respect
Toyota respects others, makes every effort to understand others, accepts responsibilities and does its best to build mutual trust.
5. Teamwork
Toyota stimulates personal and professional growth, shares opportunities for development and maximises individual and team performance.

Information sourced from Toyota