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	<title>Comments on: Kaizen &#124; Continuous Improvement</title>
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	<link>http://www.thetoyotasystem.com/lean_concepts/kaizen.php</link>
	<description>The Toyota System Tips &#38; Information</description>
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		<title>By: Gautam</title>
		<link>http://www.thetoyotasystem.com/lean_concepts/kaizen.php/comment-page-1#comment-82</link>
		<dc:creator>Gautam</dc:creator>
		<pubDate>Mon, 09 Aug 2010 09:00:31 +0000</pubDate>
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		<description>I enjoyed the story.  would have been better he had narrated entire story of the kaizen experience at Toyota.

Gautam</description>
		<content:encoded><![CDATA[<p>I enjoyed the story.  would have been better he had narrated entire story of the kaizen experience at Toyota.</p>
<p>Gautam</p>
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		<title>By: Jahndroff Y Mantles</title>
		<link>http://www.thetoyotasystem.com/lean_concepts/kaizen.php/comment-page-1#comment-75</link>
		<dc:creator>Jahndroff Y Mantles</dc:creator>
		<pubDate>Fri, 20 Nov 2009 19:04:23 +0000</pubDate>
		<guid isPermaLink="false">http://www.thetoyotasystem.com/?p=91#comment-75</guid>
		<description>WHAT....goes DOWN in an organization

while

HOW...comes UP in an Organization

Management knows what is wrong, they have all the data and see the BIG picture.. but their vision is near sighted as to HOW the problem can be solved.

Workers in a process don&#039;t know what might be wrong they have limited vision of the organization as a WHOLE, but they know HOW to solve a problem that they deal with daily as they understand it.

By teaming up with a KNOWN problem to be solved Management can provide the leadership and empower workers to solve problems using the workers expertise of HOW it can be done.

EASY</description>
		<content:encoded><![CDATA[<p>WHAT&#8230;.goes DOWN in an organization</p>
<p>while</p>
<p>HOW&#8230;comes UP in an Organization</p>
<p>Management knows what is wrong, they have all the data and see the BIG picture.. but their vision is near sighted as to HOW the problem can be solved.</p>
<p>Workers in a process don&#8217;t know what might be wrong they have limited vision of the organization as a WHOLE, but they know HOW to solve a problem that they deal with daily as they understand it.</p>
<p>By teaming up with a KNOWN problem to be solved Management can provide the leadership and empower workers to solve problems using the workers expertise of HOW it can be done.</p>
<p>EASY</p>
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	<item>
		<title>By: Poka-Yoke &#124; you can’t go wrong &#124; The Toyota System</title>
		<link>http://www.thetoyotasystem.com/lean_concepts/kaizen.php/comment-page-1#comment-60</link>
		<dc:creator>Poka-Yoke &#124; you can’t go wrong &#124; The Toyota System</dc:creator>
		<pubDate>Tue, 12 May 2009 10:24:50 +0000</pubDate>
		<guid isPermaLink="false">http://www.thetoyotasystem.com/?p=91#comment-60</guid>
		<description>[...] Toyota System or Lean Philosophy aims for perfection (it isn’t called Continuous Improvement by accident). In manufacturing producing sporadic defects is better than making frequent defects, [...]</description>
		<content:encoded><![CDATA[<p>[...] Toyota System or Lean Philosophy aims for perfection (it isn’t called Continuous Improvement by accident). In manufacturing producing sporadic defects is better than making frequent defects, [...]</p>
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		<title>By: Greg</title>
		<link>http://www.thetoyotasystem.com/lean_concepts/kaizen.php/comment-page-1#comment-19</link>
		<dc:creator>Greg</dc:creator>
		<pubDate>Thu, 16 Apr 2009 17:26:42 +0000</pubDate>
		<guid isPermaLink="false">http://www.thetoyotasystem.com/?p=91#comment-19</guid>
		<description>The Toyota System really does bring management and workers closer together. One of the first thing I learned as I was implementing the System was that the workers really do know a lot - there are things that the management has absolutely no idea about but for those people who actually handle the material adding real value to it - it is just common sense. The system really helped me appreciate those guys.</description>
		<content:encoded><![CDATA[<p>The Toyota System really does bring management and workers closer together. One of the first thing I learned as I was implementing the System was that the workers really do know a lot &#8211; there are things that the management has absolutely no idea about but for those people who actually handle the material adding real value to it &#8211; it is just common sense. The system really helped me appreciate those guys.</p>
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		<title>By: Lauri</title>
		<link>http://www.thetoyotasystem.com/lean_concepts/kaizen.php/comment-page-1#comment-18</link>
		<dc:creator>Lauri</dc:creator>
		<pubDate>Thu, 16 Apr 2009 02:36:45 +0000</pubDate>
		<guid isPermaLink="false">http://www.thetoyotasystem.com/?p=91#comment-18</guid>
		<description>Lucas did a great job of getting rid of Muda, which I learned about from your other post!

I agree with Patricia, Go Team Toyota!!</description>
		<content:encoded><![CDATA[<p>Lucas did a great job of getting rid of Muda, which I learned about from your other post!</p>
<p>I agree with Patricia, Go Team Toyota!!</p>
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	<item>
		<title>By: Patricia</title>
		<link>http://www.thetoyotasystem.com/lean_concepts/kaizen.php/comment-page-1#comment-17</link>
		<dc:creator>Patricia</dc:creator>
		<pubDate>Tue, 14 Apr 2009 15:43:36 +0000</pubDate>
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		<description>Enjoyed your story of Lukas. Toyota has used Kaizen and Continuous Improvement very effectively to make them one of the leading automobile manufacturers. It does bring management and workers closer together to make them a team. Go Team Toyota!</description>
		<content:encoded><![CDATA[<p>Enjoyed your story of Lukas. Toyota has used Kaizen and Continuous Improvement very effectively to make them one of the leading automobile manufacturers. It does bring management and workers closer together to make them a team. Go Team Toyota!</p>
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