8. Is there a best way to go about implementing TPS?

I think you will find a lot of people that will tell you there is one way to implement TPS or Lean for that matter. And of course they are usually a consultant and they have invented the “one way” that works best. For a fee of course they will share that method with you.

Honestly however I don’t think there is only one way to implement TPS. Toyota’s development followed its peculiar path and needs at that point in history. Companies today are taking an entirely different approach and some are succeeding with their own. The chief architect of TPS in Toyota Taichi Ohno was remarkably flexible on this matter in many respects. His typical comment was to “start from your greatest point of need” or in other words solve your biggest problems first. Don’t just run around using tools.

When working with suppliers consultants from Toyota often follow a simple model of fixing Stability problems in the 4M’s (man, machine, material, and method), then fix basic Flow problems, then make sure you can Standardize and pace work to takt time of the customer, then emphasize Pulling production rather than pushing, and finally Level all aspects of work as much as possible. I think this is a good general purpose framework and it should not do any harm. The only danger may be that it under emphasizes the importance of building in quality at the process and building up the skills of the work force. Also if interpreted incorrectly it could also lead to using tools rather than solving problems that matter to the customer.