Vision Statement

Vision Statement

Our vision is to establish a world-class organization renowned for its relentless pursuit of operational excellence through the seamless integration of the Toyota Production System (TPS) and Lean Six Sigma methodologies. By fostering a culture of continuous improvement, collaboration, and innovation, we aim to become the benchmark for efficiency, quality, and customer satisfaction in our industry. Through the application of TPS and Lean Six Sigma principles, we envision a future where every process is optimized, every resource is maximized, Profit Margins grow, and every member of our team is empowered to contribute to our collective success. Together, we strive to drive sustainable growth, exceed expectations, and shape the future of manufacturing and service excellence.

This vision propels us towards a future where the principles of the Toyota Production System are not just adopted but ingrained in our organizational DNA, propelling us to new heights of success, sustainability, and global influence.


Deliver the Extreme Operational Excellence of The Toyota Production System and Lean Six Sigma Applied to Your System such as:

  1. Implement Lean Manufacturing Principles:
    • Goal: Achieve a 20% reduction in lead time through the implementation of Lean Manufacturing principles, including just-in-time production and production leveling, by the end of the year.
  2. Quality Improvement:
    • Goal: Reduce defects by 15% through the application of machines that stop upon detecting a defect and poka-yoke techniques, ensuring a higher level of product quality and customer satisfaction within the next six months.
  3. Employee Training and Involvement:
    • Goal: Provide comprehensive TPS training to all employees within the next year, fostering a culture of continuous improvement and empowering every team member to contribute to problem-solving and innovation.
  4. Kanban Pull System Implementation:
    • Goal: Implement a kanban pull system in the production process to optimize inventory levels and reduce overproduction, aiming for a 25% reduction in excess inventory within the next 2 quarters.
  5. Visual Management and Communication:
    • Goal: Increase operational transparency and communication by introducing andon systems, resulting in a 30% reduction in downtime due to production issues within the next six months.
  6. Genchi Genbutsu Practices:
    • Goal: Establish a routine practice of managers and leaders regularly going to the production floor to identify and address challenges firsthand, improving communication and problem-solving efficiency.
  7. Adoption of TPS Principles Across Departments:
    • Goal: Extend the application of TPS principles beyond manufacturing to other departments, such as supply chain and customer service, fostering a holistic and integrated approach to continuous improvement.
  8. Metrics-Driven Performance:
    • Goal: Establish key performance indicators (KPIs) aligned with TPS principles and regularly analyze and assess performance data to drive further improvements in efficiency, quality, and customer satisfaction.


Operational Excellence and therefore a Competitive Advantage. This is accomplished through the use of Toyota Production System Tools along with Lean Six Sigma Tools. These tools constantly remove defects and are used by everyone in the system to improve performance. As an example, Toyota generates products with less than 3.4 defects per 1M opportunities or one defect per 11 or more, 30,000 part, cars.

Build Your Toyota Production System
Build Your System Using the Tools of The Toyota Production System

A Subsidiary of a Lean Six Sigma Master Black Belt, Visit Us Here: Ⓒ Lean Business 2019