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Editor's Notes

• #23: For the next four years, Krafcik traveled the world, comparing 90 manufacturing plants in 20 countries according to their productivity and the final quality of their products. The data he collected became the heart of a book,��The Machine that Changed the World.��https://www.technologyreview.com/s/427512/destined-to-drive/
• #24: That team, led by James P. Womack, Daniel T. Jones, and Daniel Roos, studied the global auto industry in the late 1980s, looking for practices that led to Japanese success. Through their research, they disproved their hypothesis that all Japanese automakers were doing things differently—it was primarily Toyota. The term Lean was coined as a word to describe a system (Toyota’s) that managed to get by with half of everything—physical space, labor effort, capital investment, and inventory—and far fewer than half the defects and safety incidents. The term described the results, but the word has also entered the language as a description of the method. The early spread of Lean started in the auto industry, where it was easy to see the direct applicability of the Toyota method and, more important, there was a strong recognition of the need to improve. Western automakers typically focused on copying tools and practices
• #26: That team, led by James P. Womack, Daniel T. Jones, and Daniel Roos, studied the global auto industry in the late 1980s, looking for practices that led to Japanese success. Through their research, they disproved their hypothesis that all Japanese automakers were doing things differently—it was primarily Toyota. The term Lean was coined as a word to describe a system (Toyota’s) that managed to get by with half of everything—physical space, labor effort, capital investment, and inventory—and far fewer than half the defects and safety incidents. The term described the results, but the word has also entered the language as a description of the method. The early spread of Lean started in the auto industry, where it was easy to see the direct applicability of the Toyota method and, more important, there was a strong recognition of the need to improve. Western automakers typically focused on copying tools and practices