David Devoe - leantps.ca

Visual showing Toyota leaders Mr. Sadao Nomura, Mr. Seiji Sakata, and Mr. Susumu Toyoda reviewing Lean TPS Basic Training at Toyota BT Raymond.

Reclaiming Toyota Production System: My Lean TPS Basic Thinking

November 10, 2025

TPS Basic Thinking continues the tradition of Toyota Production System learning, emphasizing reflection, abnormality response, and waste elimination through structured training.

Visual showing Just In Time and Jidoka pillars from Lean TPS Basic Training with focus on lead time reduction and abnormality response.

Reclaiming Toyota Production System: My Lean TPS Basic Training

November 10, 2025

Lean TPS Basic Training teaches how Just In Time and Jidoka work together to prevent failure, reduce stagnation, and build capability in people through the Toyota Production System.

Lean TPS Basic Thinking visual explaining abnormalities, standardization, and Stop–Call–Wait response.

What Is Abnormality?

November 10, 2025

In Lean TPS, abnormalities are signals that expose waste and drive learning. Through Standardized Work, Stop–Call–Wait, and Kaizen, leaders build stability and continuous improvement.

The 8-Step Process for Leading Change

November 10, 2025

The 8-Step Process for Leading Change aligns Lean TPS leadership with structured improvement. It provides a disciplined framework for leading sustainable transformation.

Lean TPS Basic Thinking visual illustrating Cost of Poor Quality categories and links between warranty claims, defect costs, and design problems.

The Cost of Poor Quality: A Hidden Opportunity for Improvement

November 10, 2025

The Cost of Poor Quality reveals hidden losses in processes. Lean TPS uses prevention, standardization, and leadership engagement to eliminate waste and build capability.

Nomura Memo No. 31 handwritten notes on Toyota TPS training and Jishuken progress, dated January 31, 2007.

Nomura Memo No. 31: The First Step Toward Lean TPS Transformation

November 10, 2025

Nomura Memo No. 31 marked the first step in Toyota BT Raymond’s Lean TPS transformation, establishing leadership-driven improvement through Jishuken and structured problem-solving.

Lean TPS Basic Thinking visual showing Kaizen, A3 problem-solving, and Jishuken-driven leadership engagement within the Toyota Production System.

Reclaiming True Lean TPS: Beyond Metrics to Thinking and Doing

November 10, 2025

True Lean TPS focuses on thinking and doing rather than measuring and reacting. Leadership engagement, Kaizen, and structured problem-solving drive sustainable improvement.

Lean TPS Kaizen Leadership Skills Radar Chart showing leadership, team, technical, project management, and experience scores for structured evaluation.

Kaizen Leadership Skills Checklist and Lean TPS Leadership Training

November 10, 2025

The Kaizen Leadership Skills Checklist measures leadership effectiveness through structured evaluation, data-based analysis, and continuous improvement in Lean TPS.

Jishuken leadership development pyramid showing progression from Spot Kaizen to Global Jishuken through structured improvement and leadership learning.

Jishuken: Developing Leadership at Every Level Through Lean TPS

November 10, 2025

Jishuken is Toyota’s structured approach to developing leaders through hands-on problem-solving and continuous learning, creating a self-sustaining system of improvement.

Lean TPS Basic Training visual highlighting the 6D Leadership Framework for Jishuken, emphasizing problem-solving and leadership development.

Jishuken: Leadership Development Through the Lean TPS 6D Framework

November 9, 2025

Jishuken is Toyota’s structured method for developing leaders through action, learning, and teamwork. The Lean TPS 6D Framework turns improvement into leadership development.

Lean TPS Basic Training visual showing three powerful quality tools: Process Flow Diagram, Process FMEA, and Process Control Plan.

My Lean TPS: It All Starts with the Right Toolkit

November 9, 2025

The Process Flow Diagram, Process FMEA, and Process Control Plan are the core of the Lean TPS Toolkit. Together they prevent defects, sustain improvements, and build a culture of continuous improvement.

Lean TPS visual showing The 7 Steps of Lean Thinking and The 7 Basic Quality Tools from the Lean TPS Basic Training Program.

Lean TPS: A Structured Approach to Quality and Continuous Improvement

November 9, 2025

Lean TPS combines the 7 Basic Quality Tools and 7 Steps of Lean Thinking to build quality into every process and sustain continuous improvement.

David Devoe delivering Lean TPS Basic Training with Jishuken examples and Toyota Production System visuals, emphasizing leadership engagement.

How Toyota’s Production System (TPS) Drives Business Growth and Innovation

November 9, 2025

Toyota’s Production System is a structured approach to growth and innovation. It develops people, builds leadership capability, and eliminates waste through disciplined improvement.

David Devoe Lean TPS Basic Training visual showing Just in Time and Jidoka principles for production stability and quality.

Just in Time (JIT): A Core Pillar of Lean TPS

November 9, 2025

Just in Time aligns production with customer demand by eliminating waste, stabilizing flow, and integrating Heijunka and Kanban within the Lean TPS system.

David Devoe Lean TPS Basic Training visual showing Toyota Change Point Management process with key categories of Man, Machine, Material, and Method.

The Power of Change Point Management: My Lessons from Toyota

November 9, 2025

Change Point Management prevents instability by ensuring all process changes are controlled and aligned with Toyota Production System principles for sustainable improvement.

David Devoe standing beside Toyota Business Practices visual boards illustrating the 8-Step Problem-Solving Process based on historical Toyota examples.

Toyota Business Practices: The 8-Step Process to Continuous Improvement

November 9, 2025

Toyota Business Practices use an 8-Step Process to identify root causes, implement countermeasures, and sustain improvement through structured problem-solving.

Visual of the People, Process, and Technology leadership triangle, emphasizing leadership as the connecting keystone in Lean TPS Basic Thinking.

Leadership as the Keystone of Lean TPS Thinking

November 9, 2025

In Lean TPS, leadership is the keystone connecting People, Process, and Technology. True improvement begins with respect for people and leadership discipline that sustains balanced progress.

Timeline image showing the evolution of problem-solving from early industrial pioneers to Toyota Jishuken and modern Lean TPS methods.

The Evolution of Problem-Solving and My Role in Toyota Jishuken in North America

November 9, 2025

Toyota’s structured problem-solving evolved from a century of learning. This post connects early industrial methods to modern Jishuken and Lean TPS leadership, showing how continuous improvement develops people as much as processes.

Image of cherry blossoms with Lean Leadership Traits text, symbolizing continuous growth and leadership development in Lean TPS.

Leading Change with Lean TPS: Leadership, Commitment, and Managing the Change Gap

November 9, 2025

Lean TPS shows that leadership, not process, drives sustainable change. Building relationships, showing respect, and staying engaged ensure transitions lead to lasting improvement.

Quote image of Kiichiro Toyoda with the phrase “A company that cannot change is a company without a future,” symbolizing change leadership in Lean TPS.

The Laws of Change: Leading with Lean TPS Thinking

November 9, 2025

Change leadership requires structure, not slogans. Lean TPS teaches leaders to manage change through PDCA, A3 logic, and Genchi Genbutsu, ensuring that adaptability becomes a permanent capability.

Image showing Kiichiro Toyoda with early Toyota designs and the quote “A company that cannot change is a company without a future,” representing leadership and change through Lean TPS.

Leading Organizational Change Through Lean TPS

November 9, 2025

Change cannot be delegated. Lean TPS teaches leaders to engage directly, communicate clearly, and sustain improvement through Kaizen and Jishuken. Leadership, participation, and accountability turn change into lasting progress.

Assembly line of forklifts in production, representing manpower and capacity planning in a Lean TPS environment.

A Lean TPS Assembly Line Example: Manpower and Capacity Planning

November 9, 2025

A practical example of manpower and capacity planning using Lean TPS. Learn how Toyota’s approach balances efficiency, utilization, and workload to meet demand without overburdening people or processes.

The Peace Tower in Ottawa with the Canadian flag, symbolizing unity, leadership, and progress rooted in Canada’s values.

Canada’s Strength: Unity, Leadership, and Progress

November 9, 2025

Canada’s strength is built on unity, fairness, and respect. The Peace Tower stands as a symbol of national leadership rooted in peace, progress, and the collective values that define the country.

Collage of key improvement figures including Ford, Deming, Juran, Shingo, Ishikawa, Ohno, Taguchi, Imai, and Womack, illustrating the origins of modern industrial systems.

Reclaiming TPS: Understanding the True Origins of Improvement

November 9, 2025

TPS is not Lean or Six Sigma. It is the original system built on quality, leadership, and respect for people. This article restores historical accuracy by identifying the true pioneers, architects, and practitioners behind modern improvement.