Chapter 9. PRINCIPLE #6: CONTINUOUS SELF-IMPROVEMENT
Whether top management, middle management, or the workers who actually do the work, we are all human so we're like walking misconceptions believing that the way we do things now is the best way. | ||
| --Taiichi Ohno[238] | ||
"Can anything stop Toyota?" In 2003, that was the title of a BusinessWeek article about how Toyota, through its inexorable commitment to continuous improvement, was set to dominate the global auto industry in a way that no other company ever had.[239]
Today the question has a different meaning and refers to runaway cars. In early 2010, Toyota found itself the subject of state and federal investigations, congressional hearings, news media inquiries, and a rash of lawsuits for failing ...
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