Lean is a people-centric system

Engineers have to realize that employees must help design and run their own processes 

By Daniel Jones and Michael Ballé

When we first compared all main automakers some three decades ago in The Machine that Changed the World, we were astonished to discover that Toyota was not simply better than others at some things, it performed consistently and significantly better in all dimensions. We were equally surprised to find out that the company did not attribute its superior competitive advantage to better designed systems or advanced technology (as its competitors thought at the time), but to its engagement of all staff in what was then called "quality circles."

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