This book helps close the gap in how organizations think about and implement Toyota’s continuous improvement methods and management system. The Toyota Production System (TPS) is often viewed and adopted in organizations as a collection of tools to remove waste and streamline processes to provide products or services faster, better, or cheaper. While the tools for improvement and management routines are important, they are not where the true power of the system lies. The author’s eight-year journey inside Toyota was full of experiences that developed the power for continuous improvement. These learnings are rarely if ever captured in books on lean or taught in business and engineering classrooms.