'Use only reliable, thoroughly tested technology that serves your people and processes.'.'Use visual control so no problems are hidden.' Included in this principle is the 5S Program, steps that are used to make all workspaces efficient and productive, help people share workstations, reduce time looking for needed tools, and improve the work environment.'Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.'.Any employee has the authority to stop the process to signal a quality issue. 'Build a culture of stopping to fix problems, to get quality right the first time.' Quality takes precedence ( Jidoka).(Work like the tortoise, not the hare.)' This principle is aimed at avoiding overburdening people or equipment and creating uneven production levels ( mura). 'Use 'pull' systems to avoid overproduction.' A pull system produces only required material after a subsequent operation signals a need for it.'Create a continuous process flow to bring problems to the surface.' Work processes are redesigned to eliminate waste ( muda) such as overproduction and waiting times through the process of continuous improvement ( kaizen).'Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.'.The system is summarized in 14 principles: The standards pertaining to respect for individuals incorporate ways of building appreciation and cooperation. The standards for constant improvement include directives to set up a long-term vision, to engage in a step-by-step approach to challenges, to search for the root causes of problems, and to engage in ongoing innovation. The principles of the Toyota Way are divided into the two broad categories of continuous improvement and respect for human resources. The philosophy was subsequently analyzed in the 2004 book The Toyota Way by industrial engineering researcher Jeffrey Liker, and has received attention in the fields of business administration education and corporate governance. The principles were first collated into a single document in the company's pamphlet 'The Toyota Way 2001', to help codify the company's organizational culture. Subsequent research has explored the extent to which the Toyota Way can be applied in other contexts.

Liker in his 2004 book, The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. The philosophy was popularized by Jeffrey K. The two pillars of the Toyota Way are respect for people and continuous improvement. The company formalized the Toyota Way in 2001, after decades of academic research into the Toyota Production System and its implications for lean manufacturing as a methodology that could be adopted by other organizations.

The Toyota Way is a set of principles defining the organizational culture of Toyota Motor Corporation. Set of managerial and production principles

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