#Toyota Production System

[happyceostrategies]

Lean and Management. How to engage employees in continuous improvement ?

In the context of a learning company and continuous training, it is the long-term involvement of individual employees that is sought and encouraged.

The paradox of Lean is that it challenges human nature People tend to cling to their routines, habits, and work methods, especially if they have devised or built them themselves. They also seek to find meaning and motivation in their work, as long as it excites them and aligns with their values. But most people are resistant to change, even when it promises to improve their work environment.…

[identifying-cars-in-posts]

I GOT A NEW CAR

Everybody meet the new baby that i will never shut up about forever!

This is Clifford the Third, my new 1996 Nissan Pickup!! I probably paid too much for her but given that I live in Massachusetts and she has virtually no rust I’m okay with that lol.

So a brief history of the Nissan Pickup! These trucks were released in the US in 1985 and were sold through 1997, when they were replaced with the Frontier. They were the successor to the beloved Datsun 720, which had been in production since 1979. They are in fact just called the Pickup! They’re colloquially known as the D21 - their chassis code, and the Hardbody, because of the double walled durable construction of the trucks’ bed.

The D21 was available with a couple different engines and drivetrain layouts. Mine is a 4x4 with the KA24 motor (which it shared with the 240SX/Silvia). She’s also a King Cab, meaning she has a slightly elongated wheelbase to allow for two small inwards facing jump seats in the back of the cab. Still a two door though.

AND SHE’S A STICK! She has a 5-speed manual transmission, and it’s the best transmission i’ve ever personally had in a car. She’s my third manual, the other two being a 1999 Toyota Corolla and a 2004 Subaru WRX, both of which were great but the Corolla had a really sloppy gearbox that felt incredibly vague at times, whereas the WRX had a sportier transmission that was pretty unforgiving and stiff. This one is definitive about where each gear is, but also won’t get too jerky or loud if you shift a little early or late.

Nissan Hardbody trucks are known and loved for their durability, versatility, and simplicity. They’re super bare bones but what they do have is built remarkably well and meant to withstand lots of abuse. If they don’t rust and have basic maintenance kept up it’s not uncommon for them to go 300k+ miles with minimal issues. Mine has around 184k miles, high but manageable. She also has a few modifications from the previous owner, namely a straight piped exhaust (no muffler, just one big long aluminum tube), aftermarket bumpers and lights, locking hubs, and a small lift. The guy i bought it from had plans to make it an off-roader but had too many projects and needed to offload one to make space in his driveway.

While many people either take these off-roading or turn them into drift trucks, my plan is to bring her back to mostly stock. I’m in the process of tracking down OEM bumpers and a more typical cat-back (from the catalytic converter back) exhaust system so she’s a little less obnoxiously loud. Since i mostly just need reliable transport more than a toy and she is now my sole car, I want to just make her relatively normal. But I love her a lot and am happy to be able to share!

[cauchesque]

I would like to know about this "Atlas Shrugged of DevOps"

the phoenix project is the result of a decades long project to condense what we now know as hacker news brainrot into a single artifact. the phoenix project is about how kanban will revive your dead bedroom. the phoenix project has a wise but mysterious sage (business consultant) from the orient who teaches the way of the toyota production system. the phoenix project has not one but two characters to play the virgin loser to the protagonist's chad. the phoenix project is the single best argument against a stem degree i can imagine. it deserves a place in the literary canon

[mariacallous]

A California court has advanced a civil fraud case against a Norwegian company at the center of the state’s failure to build workable hydrogen fueling infrastructure, which has already left thousands of car owners in the lurch.

A case involving allegations of fraud against Oslo-based Nel ASA is moving toward a trial in October 2026, after a California judge left intact the core claims brought by a major player in the rollout of hydrogen infrastructure in the state, Iwatani Corporation of America, a subsidiary of one of Japan’s largest industrial gas companies.

The allegations center on a lesser-known aspect of the blundered roll-out: Iwatani is claiming that Nel duped it into buying faulty hydrogen fueling stations. And the case has provided a window into the extent to which these same stations were provided to and promoted by major players including Toyota and Shell—stations that have since been abandoned or shut down.

The judge’s ruling last month leaves Nel and its top executives—including current and former CEOs Robert Borin and Håkon Volldal—in the crosshairs. Iwatani’s central claim is that Nel, under pressure to sell a money-losing product, knowingly induced Iwatani into purchasing untested hydrogen fueling stations with false assurances of the technology’s real-world readiness.

Nel denies the allegations, and has put forward procedural arguments to get the case thrown out, saying that California does not have jurisdiction over the company or its executives.

In separate rulings, Judge James Selna of the Central District of California sided with Iwatani on the core claims while dismissing several others, finding that California does in fact have jurisdiction and that the allegations go beyond a simple breach of contract and into the realm of fraud in selling the equipment, known as H2Stations.

The judge ruled that there was “active concealment,” citing examples, including that Nel did not disclose the fact it had never built a working model of the H2Station nor sufficiently tested it in real-world conditions, and had no actual data to support their H2Stations’ performance claims.

After the lawsuit was filed in January, Nel abandoned the seven Iwatani hydrogen fueling stations and executed a corporate spinout of its fueling division—which Iwatani claims is a means of shielding those assets from a potential court judgment.

“The deliveries you are referring to were from a company now called Cavendish Hydrogen,” says Lars Nermoen, Nel’s spokesperson, in response to an email seeking comment, referring to the spun-off entity. “Nel no longer has any business in hydrogen fueling.”

The failure of novel technology in real-world settings is not unheard of. But for the hydrogen car industry, it came at one of the worst times: In 2019, California was investing heavily in hydrogen refueling infrastructure, attracting global automakers and oil and gas majors to the state.

At the time, Toyota was pushing for more fueling infrastructure to support the uptake of the Toyota Mirai, one of the earliest light-duty consumer hydrogen fuel-cell cars to hit the market.

So Toyota partnered with both Iwatani and oil major Shell to build more fueling stations. Shell brought on Nel as the station provider, and both Iwatani and Chevron partnered with Nel soon after. Representatives from Shell and Iwatani did not respond to requests for comment.

Lewis Fulton, director of the Energy Futures Program at the University of California, Davis, says the equipment failures in the passenger segment have led to a “near collapse of the system” in California. In addition to the abandoned Iwatani stations, Shell in February completely shut down its seven California hydrogen refueling stations and canceled plans to build 48 stations in the state.

Chevron had contracted Nel to create 16 stations, but did not provide a response on the status of those stations. The extent to which Nel provided the technology for these major players has not been previously reported on.

Meanwhile, Toyota, which has since deprioritized the California market for the Mirai, is facing a class action lawsuit from many drivers who already bought the hydrogen-powered vehicle. The lawsuit claims that, contrary to Toyota’s promises, hydrogen fuel for their cars is becoming more difficult to obtain, making the Mirai “unsafe, unreliable, and inoperable.” Toyota did not respond to a request for comment.

According to the Hydrogen Fuel Cell Partnership, there are 55 hydrogen fueling stations in California, but many of them experience frequent downtime. None of the hydrogen fueling stations provided by Nel are currently operating. Iwatani’s only functioning refueling stations were built by Linde, a large industrial gas company.

In the meantime, Fulton says California has pivoted to building infrastructure for heavy-duty vehicles like trucks and buses, with the hope that the passenger market can reboot with the help of a growing freight market.

By focusing on the heavy-duty market, California can, in theory, create a stronger supply of clean hydrogen that brings costs down and increases availability, says Fulton, who is also an adviser to Arches, the California hydrogen hub that has won $1.2 billion of conditional funding from the US Department of Energy.

“Arches is targeting 50 to 60 truck-oriented stations around the state by 2030, and with different fueling islands and pressure systems, those could also service light-duty vehicles,” he says.

California’s difficulties with hydrogen vehicle infrastructure have driven home some stark lessons about the wider use of the technology.

“The problem is, they’re expensive, and they require enormous amounts of maintenance,” says Jim Bowe, a Washington, DC–based partner at King & Spalding, an international law firm. “Fleets that have been looking at the possibility of hydrogen buses often balk when they realize how much more maintenance—not only for the refueling facilities, but also for the vehicles themselves—is required relative to internal combustion engines or batteries.”

California-based FirstElement Fuel, another hydrogen fueling station provider, is positioned as a potential winner amid the crisis for the sector. Operating under the name True Zero, it currently has the most operating hydrogen fueling stations in California, but is still working to become profitable, according to sources familiar with the company. (FirstElement executives did not respond to requests for an interview.)

According to Iwatani’s lawsuit, Nel was able to hide the fact that the stations it installed were not operational until early 2023, when continual failures led Iwatani to launch its own investigation.

Nel achieved this subterfuge by requiring Iwatani to enter into an exclusive maintenance contract with Nel, essentially shifting the cost of testing the stations to Iwatani, the lawsuit claims.

Nel’s current CEO, Håkon Volldal, an individual defendant in the case, acknowledged the failings around the same time. In an earnings call last year, he said of the hydrogen fueling stations: “I think it’s fair to say that the technology that was installed was immature, and that the quality was not good enough, and we struggle with all the work we have to do in order to keep these stations running, to fix issues, to send personnel out on site.”

In its investigation, Iwatani workers claimed they found shrapnel inside the fueling stations, and concluded that parts of the fueling apparatus were routinely exploding, spraying debris inside the station box. (Nel blames outside companies for installation failures.) Iwatani also claimed it found valves from third-party manufacturers that were never intended for use in a hydrogen fueling station.

The lawsuit details a months-long back and forth between Iwatani and Nel, in which Iwatani attempts to get Nel to fix the broken stations. Nel won’t—or can’t—fix the stations, triggering the lawsuit.

These Iwatani allegations were echoed by Kasey Hawk, who worked as a technician for Nel in California starting in 2021. An Army veteran who drove an Abrams tank in combat, Hawk was one of several veterans hired by Nel to service the California fueling stations. Though he alleges he had a strong mechanical background stemming from his military experience, Hawk claims he received only minimal training on the particularities of hydrogen fueling stations. (Hawk is not involved in the ongoing lawsuit and Nel has not commented on his allegations.)

“It was a little strange because it’s actually dangerous work—working with high-pressure gases and the potential for explosions,” he says in an interview with WIRED.

Hawk claims when he showed up to conduct the first repairs at Shell-owned stations in the Sacramento area, it appeared they hadn’t been maintained since commissioning, and there was already a backlog of work to be done. “I saw that the stations weren’t set up right from the beginning,” he says. He noticed, for example, that the pipes weren’t properly insulated, which would cause ice buildup within the fueling nozzle, since liquid hydrogen is stored and pumped at cryogenic temperatures.

A team of Nel technicians arrived from South Korea to help. But those technicians didn’t speak English, limiting what Hawk could learn from them, he says. And since Nel’s hydrogen fueling subsidiary was based in Denmark, the schematics for the stations were available only in Danish. In addition, ordering new parts often took weeks, meaning similar amounts of station downtime, he explains. “We were in situations every day where we did not know what to do next.”

[90s-shitbox]

AE101 TRD 2000

In October 1994, Toyota Racing Development (TRD) introduced the AE101 TRD 2000, a highly exclusive version of the Corolla GT sedan designed specifically for the Japanese market. This model was meticulously engineered to emulate the performance specifications of the 1994 Corolla JTCC race car. Under the hood, the TRD 2000 featured a naturally-aspirated 2.0-liter 3S-GE engine, delivering 180 PS (132 kW), coupled with a new 5-speed S54 manual gearbox. To enhance its performance, TRD equipped the car with a heavy-duty clutch, a mechanical limited-slip differential (LSD), and a quick shifter, ensuring precise and responsive gear changes.

The TRD 2000's handling was significantly improved with a new suspension system that lowered the ride height by 20 mm, alongside 15-inch TRD Type-FT wheels shod with Yokohama Grand Prix M5 tires. The braking system was upgraded with TRD brakes, providing superior stopping power. A stainless steel dual exhaust system not only improved performance but also added a distinctive sound. The car's exterior featured a subtle trunk spoiler and was available exclusively in white, giving it a clean and sporty appearance.

Inside, the TRD 2000 was fitted with König Prinz P200 bucket seats and a TRD steering wheel, creating a driver-focused cockpit. Despite its impressive features and race-inspired design, the TRD 2000 was a rare sight on the roads. Originally, 99 units were planned for production, but only 10 were sold due to the high price tag, which was even higher than the cost of the Celica GT-Four ST205. This limited availability and unique blend of performance and refinement make the TRD 2000 a coveted piece of Toyota's automotive history.

[wispstalk]

bear with me while I sound like some kinda online course for white collar management track ppl, but. there is a ton of advice out there about writing process and it's good to read it and try things out, but I only ever saw improvement when I set out on a project with a concrete goal and then used that goal to center my attention around *my* workflow. I have an inclination toward certain practices. Whatever I'm doing, however well it's working (or not), that's data and I can collect it, learn from it, and implement what I learn. I have a good outlining and drafting system, and it's incomprehensible to anyone but me, but it works because I leveraged my own working practices instead of trying to emulate how others work.

As for the goal, it's along the lines of "I'm gonna work on [characterization, dialogue, perspective switches, etc]" but you pick one priority and then you do that. Other shit can fall by the wayside at the expense of this priority. It's a little ridiculous to use words like "measurable" when it comes to writing ability but if you narrow your focus to one technique, you can then look back on your finished product (which you did finish, because you prioritized) and see if you accomplished what you set out to do. Are you satisfied with your attempt, are you getting feedback on the success of your attempt.

Previously I gauged my writing by, like, ~the gestalt~ of the whole story, and I spent so much time tweaking and editing and rewriting and staring at the screen in despair (while covered in crumbs. that's a little texture for visual appeal, which I'm prioritizing lately). It's inefficient. It's a huge amount of labor hours in comparison with the results. In that same amount of time I could work through three or four techniques that I've prioritized, and I'll see improvement in leaps and bounds.

I know I sound like a self help book for software guys but part of the reason they make six figure salaries is because they know how to work effectively. like, there's a whole industry around teaching these ppl how to work effectively, and they have some important shit figured out. Writing might be a labor of love but it's still labor, and I live in a world where I have to think about my time in terms of its market value. I'm vying for the highest net returns.

Sorry that I phrase things in these terms in another life I'd have been an economist but like. I get one life on this earth and it costs money to live it. Regardless of how I feel about that structure, when it comes to my hobbies I'm looking at the returns. Maybe that sounds grody bc creating is so personal and emotional but I have a bunch of finished stories I can point to as a result of thinking about it in terms of time=value. I can make things efficiently and I'm happy with what I make. Let me say some redneck shit to reset my karmic balance tho. y'all wanna go muddin in my lifted toyota

[cltservices]

LEAN HEALTHCARE

EVOLUÇÃO DA INDÚSTRIA À MEDICINA

A ORIGEM E A EVOLUÇÃO DO LEAN NA SAÚDE

A história do lean healthcare começa num lugar improvável: as fábricas da Toyota no Japão pós a Segunda Guerra Mundial. O sistema de produção da Toyota (TPS, Toyota Production System), desenvolvido por Taiichi Ohno, focava-se na eliminação dos desperdícios e na optimização dos fluxos (de materiais, pessoas e capital) - conceitos que mais tarde revolucionariam a prestação de serviços de saúde. A transferência de conceitos e ferramentas da indústria para a medicina não foi imediata, exigiu uma mudança radical no modo como os processos de saúde podem ser vistos através das lentes da melhoria contínua.

A primeira aplicação válida dos princípios lean na área da saúde surgiu no início deste milénio, quando o hospital “Virginia Mason Medical Centre” em Seattle (EUA) tomou uma decisão ousada. Depois de visitarem o Japão e estudarem o TPS, a gestão do hospital desenvolveu o Virginia Mason Production System (VMPS) em 2002. Isto marcou o início de uma nova era na gestão da saúde, demonstrando que os princípios originalmente pensados para a indústria poderiam ser adaptados com sucesso para melhorar o serviço aos utentes.

Ao implementar as ferramentas lean, o hospital alcançou resultados significativos, incluindo:

Redução do tempo de espera dos utentes;

Melhoria da satisfação do utente;

Redução de erros de medicação;

Aumento da moral das equipas prestadoras de serviços de saúde;

Redução significativa de custos.

A titulo de exemplo, o Virginia Mason implementou uma abordagem lean para reduzir o tempo de espera no serviço de urgências (SU). Ao simplificar os processos e eliminar etapas desnecessárias, o hospital conseguiu reduzir o tempo médio de espera de duas horas para 30 minutos.

Um outro exemplo é-nos dado pelo Akron Children’s Hospital (EUA) que se empenhou em usar a melhoria contínua para prestar melhores serviços aos seus utentes. Este hospital fez uso dos princípios lean com o objectivo de eliminar desperdícios, reduzir o tempos de espera, melhorar a segurança e diminuir os custos de assistência médica. Um dos exemplos da aplicação lean é o uso de mockups de papelão em escala real. Estes mockups permitem às equipas fazerem simulações de processos e cenários para testar ideias de novos layouts antes da construção.

A comunidade de saúde ThedaCare (composta por vários hospitais) em Wisconsin (EUA) seguiu o exemplo em 2003, desenvolvendo o seu sistema de gestão baseado no pensamento lean. O sucesso na redução do tempo de espera dos utentes e a melhoria na qualidade do atendimento despertou interesse em todo o sector da saúde nos EUA. Em meados da primeira década deste século, inúmeras Organizações de saúde em todo o mundo começaram a testar metodologias lean nos seus serviços, levando ao desenvolvimento de adaptações específicas de ferramentas e princípios lean para a saúde.

PRINCIPAIS MÉTODOS E FERRAMENTAS EM AMBIENTES DE SAÚDE

Entender o lean healthcare requer familiaridade com diversas ferramentas-chave que foram adaptadas especificamente para o sector da saúde. Vamos explorar algumas dessas ferramentas e suas aplicações no sector da saúde:

Mapeamento da cadeia de valor (VSM) no atendimento ao utente.

O VSM na área da saúde difere significativamente de suas origens industriais. Por exemplo, em ambiente hospitalar, o "produto" é o serviço ao utente, e a "linha de produção" é a percurso do utente. Por exemplo, ao mapear uma visita ao SU, cada etapa, desde a chegada do utente até a alta, é documentada, incluindo tempos de espera, tempos de tratamento e transições entre departamentos.

Considere-se um cenário típico num SU: um processo tradicional pode envolver várias transferências, documentação redundante e longos períodos de espera. Através do mapeamento do fluxo de valor verifica-se que quase 65% do tempo de um utente no SU é tempo de espera. Ao visualizar estes fluxos de trabalho, as equipas de saúde podem identificar quais as actividades que não acrescentam valor e reestruturar os processos para melhorar o fluxo do utente.

Organização do espaço de trabalho: os 5S.

A metodologia 5S tem sido particularmente eficaz em ambientes clínicos. Nas salas de cirurgia, por exemplo, a implementação dos 5S levou a melhorias notáveis. Muitas unidades de saúde reportam:

Redução do tempo de preparação para cirurgia em 25%;

Redução de 40% de equipamentos e instrumentos perdidos;

Melhor controlo de infeccção por meio de protocolos de limpeza padronizados.

Gestão visual.

A aplicação da gestão visual inclui:

Quadros eletrónicos de rastreamento de utentes que mostram a disponibilidade de camas em tempo real;

Indicadores de status do utente codificados por cores;

Sistemas padronizados de gestão de materiais;

Visualização de indicadores de desempenho.

Pensamento A3 na resolução de problemas na prática clínica.

A metodologia de resolução de problemas A3 foi adaptada para abordar desafios específicos da saúde, tendo sido usada em:

Identificar problemas de atendimento ao utente;

Analisar as causas raiz dos erros médicos;

Desenvolver e implementar medidas de melhoria;

Monitorizar resultados e ajustar intervenções.

Melhoria contínua (kai-zen).

Promoção da melhoria contínua através de eventos regulares e sustentados que se traduzem na redução de tempos de atendimento, melhoria do serviço prestado e menores custos.

Sistema kanban.

Implementação de simples sistemas de controlo de inventários (ex. medicação e outros materiais consumíveis) através de cartões (kanbans). O propósito do kanban é a redução dos stocks, controlar quantidades e evitar roturas nos pontos de uso.

Sistemas à prova de erro (poka-yoke).

Adopção de práticas e sistemas que evitem o erro dos profissionais. Exemplo adoptando sistemas visuais, códigos de barra ou práticas como o LASA (look alike, sound alike).

ESTUDO DE CASO

Para perceber melhor o impacto da aplicação lean na saúde vamos analizar o caso de um sistema de saúde público de âmbito regional (ex. ARS-Norte).

Situação inicial -o sistema de saúda enfrentava desafios significativos:

Tempo médio de espera no SU: 6.8 horas;

Tempo de setup do Bloco Operatório: 54 minutos;

Satisfação do utente: 58%;

Os custos operacionais anuais aumentavam 8% ao ano.

Estratégia de implementação - a transformação lean começou com uma abordagem sistemática assente em três fases:

F1 – Criação das bases (5 meses):

Formação de mais de centena e meia de funcionários em princípios lean thinking;

Criação de uma unidade de melhoria contínua (Gabinete lean);

Avaliação do estado actual (as is) em todos os departamentos.

F2 – Realização de projectos-piloto (9 meses), exemplos:

Melhoria do fluxo no SU;

Melhoria da eficiência do Bloco Operatório;

Optimização de agendamentos em ambulatório;

Melhoria das práticas logísticas (internas e externas às unidades de saúde);

Agilização dos processos de atendimento e encaminhamento dos utentes.

F3 - Implementação a todo o sistema de saúde (15 meses):

Replicar dos programas piloto bem-sucedidos;

Envolvimento de unidades de saude familiares na dessiminação dos projectos lean;

Integração de sistemas de gestão lean;

Realização de sessões para a partilha de lições aprendidas e recomendações;

Desenvolvimento de consultores internos (aka, embaixadores) lean.

Resultados alcançados após três anos de implementação:

O tempo de espera no SU diminuiu para 2.6 horas;

Tempo de mudança do Bloco Operatório reduziu para 25 minutos;

A satisfação do utente aumentou para 85%;

Erros de medicação reduzidos em 48%;

Redução de despesas com horas extras: 42%

Grande envolvimento do profissionais de saúde nos eventos lean.

DESAFIOS NA IMPLEMENTAÇÃO LEAN HEALTHCARE

As unidades prestadoras de serviços de saúde que pretendam iniciar a jornada lean healthcare devem estar preparadas para dar resposta aos seguintes desafios:

Resistência à mudança por parte das pessoas – quanto mais cedo envolver as pessoas melhor, quanto mais clara e simples a comunicação melhor. Formação e treino são o melhor antidoto à resistência à mudança;

Barreiras culturais – as estruturas hierárquicas rígidas caracterizam o sector da saúde. A separação de classes é outro aspecto que agudiza a questão – é importante ter resposta a este desafio, algo que começa pelo apoio das chefias de topo;

Sustentabilidade das melhorias – as melhorias (conquistas) conseguidas nas fases iniciais podem não se manter ao longo do tempo se não houver envolvimento e comprometimento das chefias e restantes colaboradores;

Disponibilidade de dados – a ausência de dados (ou a falta credibilidade dos mesmos) dificulta a tomada de decisão e a demonstração de resultados. É importante investir numa estrutura robusta de recolha e análise de dados.

Limitação de recursos – a falta de meios humanos e materiais irá em muitos casos assombrar as iniciáticas lean. Começar por projectos-piloto (pequenos) para demonstrar o ROI (retorn on investment) pode ser a solução.

OLHAR PARA O FUTURO

A evolução do lean healthcare nas Organizações do sector da saúde acontecerá de acordo com a sua resposta e adptação aos novos desafios e novas tecnologias. A integração de ferramentas de saúde digital, inteligência artificial e análise preditiva apresenta novas oportunidades para implementação lean healthcare.

O sucesso na introdução do lean healthcare requer comprometimento gestão de topo e de todas as pessoas nas Organizações, mudança  cultural e implementação sistemática de ferramentas e métodos apropriados.

O grande desafio do lean healthcare é criar valor para o utente com menos recursos e desperdícios. À medida que o sector do healthcare continua a evoluir, os princípios lean continuarão, sem dúvida, a desempenhar um papel crucial na formação de sistemas de prestação de cuidados de saúde eficientes e de elevada qualidade.

CONCLUSÃO

A aplicação dos princípios lean na área da saúde começou no início dos anos 2000. Os pioneiros foram as instituições de saúde nos EUA e norte da Europa, impulsionadas pelo aumento de custos, ineficiências e pela necessidade de cuidados centrados no utente. Por exemplo, o Virginia Mason Medical Center foi pioneiro na adaptação de metodologias lean para melhorar a segurança do utente e a eficiência operacional.

Lean healthcare representa uma mudança de paradigma na forma como as Organizações de saúde prestam os seus serviços à comunidade. Ao eliminar sistematicamente o desperdício e focar no valor, as metodologias lean não apenas melhoram a eficiência operacional, mas também melhoram os resultados dos utentes. Embora os desafios persistam, os benefícios superam em muito os obstáculos iniciais, conforme demonstrado por implementações bem-sucedidas como o Virginia Mason ou  o Akron Children's Hospital. À medida que os sistemas de saúde globalmente lidam com custos e exigência crescentes, os princípios lean permanecerão essenciais para impulsionar melhorias sustentáveis.

A CLT Services tem mais de uma década de experiência de formação e consultoria no sector da saúde, tendo trabalhado com hospitais do sector publico e privado, unidades de saúde familiares e clinicas especializadas.

[things-about-cars-in-posts]

So, uh... this post was answering an ask, but then the saving glitched or something and now the post is in the drafts but it no longer has the ask in it, but the ask isn't in the inbox either. So I don't know if it vanished completely or if it will appear in this post upon posting. And perhaps more importantly, I don't know if the asker will get a notification when I hit post. I guess this is a good moment to ask you all to please avoid asking questions anonymously if possible, so I can reach out if need be (especially considering the months I tend to take to answer, har har).

Well, great, my quest to write a brief post is off to a great start. Oh, I know!

*ominous clattering sounds*

So, ever seen Speed? The movie, not the phenomenon. I haven't, but from what I heard, it's a movie where a bus driver finds out there's a bomb that will go off if they go slower than 50mph. I've gotta see it just to find out what prompted that, did a passenger get frustrated with how slow it- see?!?! I'm doing this again! But no more, thanks to this nifty device I've fitted, that will blow up if this post's word count reaches 2000 words. Yes, that's a pretty high bar, but you know, we tryna stay alive, like Wyclef Jean said. Wait, no, I don't think he ever actually says the song's title in the lyrics. But surely he mentioned its title at some point, right? I'm doing it again aren't I. What was the question anyway?

Do I- Okay, let's not repeat the "do I have thoughts on that" line. Last time it didn't end well.

But yeah, of course! I wrote about the Corolla previously, and who could forget the first mass production hybrid car?

Well, most of the people who drove one, probably - and likely even some that are currently involved in driving one. And, as I went over, I think that's to Toyota's credit.

Now, in my post about hybrid powertrains (definitely a recommended read to anyone who's giving a shit right now) I forewent one of the few important distinction between an F1 car's KERS system and my mom's Toyota - since the former can never run purely on electric power it's a mild hybrid, whereas Toyota's Hybrid Synergy Drive (HSD for friends) is a full hybrid system since it can. So essentially the reason her Toyota is not like an F1 Ferrari is that it's more capable. (And also it burns down less.) So the car could be using only the electric engine, or only the combustion engine, or both, or energy could be getting generated through regen braking or even by the engine(???) and I'm not even sure that's it. There's even a little animation you can toggle that shows you what the drivetrain is doing and what energy is going where. And I always thought that was a bit of a test-drive-only gimmick, not realizing that in my reaction lay proof of the system's brilliance: you don't ever really notice nor care what it's doing! Thanks to the smoothness of a very clever CVT made of planetary gears that I vaguely assume I understand, you barely ever feel any of those goings on. Aside from shifting into B when you need engine braking -even that a very smooth affair- all you ever experience is the variation in noise from the silence of EV mode to, should you ever be so unlucky as to encounter a road that points up...

(credit to @ggrtl1)

The HSD system now being in most of Toyota's range makes it easy to forget how it was a Prius exclusive for the longest time, and how starkly the Prius stood out when that was the case. But if we look back with that in mind, the Prius being an environmentally conscious choice that doesn't actually require you to have a clue about shit, and a car that almost actively dodges your attention, it's clear how it immediately became extremely popular… almost as much as it was maligned.

Car enthusiasts, as I already went over (oh sorry, I'd already linked this one), hated the Prius with unfathomable passion. I grew up in car meme circles and counting the jokes at the Prius' expense was akin to counting your breaths. To this day you can probably spot peeling "Prius repellent" stickers atop the exhaust pipes of the most insulting trucks of the Walmart lot. And really, I think there's more to why than what I talked about. For one, the Prius's architecture and marketing attracted and created drivers without much eagerness to get out of their own way, and by extension the cars behind them's. But really, people hated on Audi drivers tailgating and BMW drivers being seemingly unaware of the turn signal stalk's presence, and that never translated into cheering at pictures of M3s and RS4s engulfed in flames. There also was the idea of the Prius driver as someone eager to rub their environmental consciousness in your face - and I believe that gets closer to the point, but again, however much you can hate a driver, that doesn't really translate into hating the car with such memetic reliability that a key mechanic in my favorite gaming series ever involves finding pink Priuses and blowing them up.

It's something about the car itself. Or rather, what it represented.

I believe the Prius was the vegan of cars.

It was never just about what it did or how, but about how its existence implied that our way of life (in our case our acoustically, socially and environmentally obnoxious gas guzzlers) was bad, was wrong. It was an attack on how we rolled. And so we attacked back: "No, fuck YOU. You're nerdy, and uncool, and boring, and ugly. Go die." And really, it's interesting how those were the angles the Prius was attacked by - even though it was clearly never concerned with being cool or exciting to drive and, if I do say so myself, the Prius never looked that bad in the years when that hate developed.

I mean, even this interior is neat if you ask me!

Really, I think the reason those angles were chosen goes beyond the car. Nerdy, uncool, boring, ugly. What image does that conjure up?

Exactly.

And just like that emoji, those are comebacks you huck at someone who's getting in the way of your good time. But how did someone else's car get in the way of our good time? Simple: by highlighting the problems with our good time. Again, the vegan of cars. And just like them, this opposite faction was also seen as a threat. If this view wins, we feared, our vehicles for The Good Time will get banned or canceled or neutered beyond recognition. We were arguably living through the start of such events and they did get worse with time.

But still, our approach was misguided, handling serious environmental issues with the same maturity of children being reminded of their homework by their parents. The solution was not to try and boo the issue away, as though a relative handful of enthusiasts could drown out environmentalism, but to recognize that our smaller number and the masses' different priorities could have been assets: get out of this tunnel vision whereby everyone needs to have what you like and let others have a Prius; hell, encourage others to get a Prius, because the more people buy fuel efficient cars on their own accord, the less governments will feel the need to force them to do so with bans! Because bans? They SUCK. Not being able to use your car or go some place no matter how much you're willing to pay and how many hoops you're willing to jump through SUCKS. And it's unfair to everyone: the greener choice should be the better choice, because if not you're short changing people, and that betterness should be communicated well to the people, so they know they're not getting short changed. At which point you wouldn't need a ban anyway because the only people who wouldn't pick the greener thing of their own accord are us, the handful of weirdos who'll gladly stick with something worse for The Experience™, whose impact will be too small to be worth restricting everyone's freedom over.

We were too few to matter, but instead of using that as the asset it was we fought against that idea. And that's understandable: we all like for our opinion to be popular, we all like to push people to be more like us because we like the idea that it's a good thing to be the way we are. So it's tough to embrace the idea that the fewer people like us there are the better. And perhaps we were too proud to admit that our passion really is problematic at scale and thus have that conversation altogether. Or we just didn't feel like dealing with that problem. Again, kids not wanting to do homework.

But now that half of all Toyotas sold (in the U.S. at least, but that's always been the cultural trends dictator anyway) are hybrids, funnily enough, it all seems okay. I mean, whose vitriol is being spent on the Corolla Hybrid? And it's not because the Corolla name did get slapped onto enough different cars that eventually it landed onto something with some enthusiast cred...

...because that never made enthusiasts hold the "normal" Corolla in any higher regard than 'boringly sensible, nondescript transportation only ever interesting as a way to justify any unwise sportscar purchase of a similar buy-in price' ("Can you believe I got this V10 twin turbo Audi RS6 for the price of a new Corolla?", usually said a month before the first night spent under a bridge). And even if it did, it would be all the more reason to curse the HSD powertrain for "ruining" it, or whatever. People don't hate on the RAV4 Hybrid, the Sienna Hybrid, the whatever Hybrid nowadays. (Or maybe they are and I'm just hanging around more mature people now, but I do feel like a cultural shift has gone on.)

Is it because hate struggles to spread itself too thin, especially across vehicles whose hybridness isn't their whole personality as the Prius's was? Maybe, but I doubt it looking at all the positive sentiment around the fifth gen Prius, surprising a glowup as it may have been.

(Y'ain't really fuck with me way back then girl

how 'bout now)

It could also be that a threat is often worse than the event itself, because focusing on a threat makes it feel like an all-encompassing hypothetical that must be avoided at all costs or how will we manage, but when we live through it it's just one of the many things going on in our lives, and we find out we manage just fine. Many cars we barely cared about to begin with are hybrid now, so what. Those seeking to avoid hybrid powertrains just... do that. Some cars are canceled, so we buy used or look elsewhere. That Prius was not a harbinger of doom, just a precursor of a trend that it didn't cause, and didn't really kill us all. But maybe it's the move that we're currently fearing will kill us all, electrification, that has not just shifted attention away from hybrids, but framed them more positively by comparison. But perhaps there's an even bigger, show-stealing enemy, doing what we feared hybrids would do and what we're fearing electrification will do: SUVification. Sure, people raged at things like the Honda NSX becoming a hybrid or the Mazda MX-5 announcing electrification, but travesties like the new "Capri" really make that rage look silly, as if we lost the focus of what was really vital, like i did with the word count oh no

Links in blue are posts of mine about the topic in question: if you liked this post, you might like those - or the blog’s Discord server, linked in the pinned post!

[quotient-12-3]

Toyota's Impact on the Global Automotive Market

Introduction:

 Toyota's Effect on the Worldwide Auto Market

Toyota, a name inseparable from unwavering quality. Development, and supportability. Has left a permanent imprint on the worldwide auto market. From its unassuming starting points in Japan to becoming one of the biggest vehicle producers on the planet. Toyota has reliably set industry norms and affected worldwide car patterns. This article investigates Toyota's effect on the worldwide car market. Featuring key advancements. business methodologies. And its obligation to manageability.

Toyota: A Tradition of Development

Toyota's process started in 1937, and from that point forward. The organization has been at the front of auto advancement. One of its most huge commitments to the business is the improvement of the Toyota Creation Framework (TPS). A progressive assembling process that underscored productivity. Quality, and waste decrease. TPS presented the idea of "without a moment to spare" creation. Which limited stock expenses and further developed creation speed, setting another norm for the business.

This way to deal with assembling changed Toyota into a worldwide force to be reckoned with as well as impacted incalculable different automakers. The standards of TPS have been embraced around the world, shaping the reason for lean assembling rehearses across different ventures.

Toyota: The Introduction of the half breed Unrest

The effect of the Prius reached out past Toyota's item arrangement. It provoked different automakers to foster their half breed and electric vehicles, speeding up the shift towards greener innovations. Today. Toyota keeps on driving in mixture innovation, with a great many crossover vehicles sold universally, adding to diminished outflows and fuel utilization

Worldwide Extension and Market Authority

Toyota's worldwide extension technique plays had a significant impact in its effect on the car market. By laying out assembling plants in key districts around the world. Toyota has had the option to adjust to nearby market needs, diminish creation costs, and keep up with its strategic advantage. The organization's obligation to quality and development deserves it a dependable client base across the globe.

In business sectors like North America, Europe. and Asia. Toyota has reliably positioned among the top automakers as far as deals and piece of the pie. Its different item setup, which incorporates all that from minimized vehicles to extravagance vehicles and business trucks, permits Toyota to take special care of many shopper inclinations and requirements.

Obligation to Supportability and Development

Toyota's impact on the worldwide car market reaches out past its vehicles; the organization is likewise a forerunner in maintainability drives. Toyota's obligation to lessening its ecological effect is apparent in its drawn out procedure, known as the "Toyota Natural Test 2050." This aggressive arrangement expects to accomplish zero fossil fuel byproducts all through the vehicle lifecycle, from creation to end-of-life reusing.

To accomplish this objective, Toyota is putting vigorously in innovative work of elective energy sources, including hydrogen power modules and electric vehicles. The organization has previously taken huge steps with the presentation of vehicles like the Mirai, a hydrogen energy component vehicle, and the continuous improvement of electric vehicles (EVs) as a feature of its more extensive system.

Molding the Fate of Versatility

Toyota isn't just centered around creating vehicles yet in addition on forming the fate of versatility. The organization is effectively associated with creating independent driving innovation, associated vehicles, and savvy transportation frameworks. Toyota's vision for what's in store incorporates making a reality where vehicles are more secure, more productive, and consistently coordinated into the more extensive transportation environment.

Toyota's interest in independent vehicles, especially through its auxiliary, the Toyota Exploration Organization (TRI), features its obligation to advancement. The organization's attention on computerized reasoning, mechanical technology, and high level materials research is driving the improvement of cutting edge vehicles that will reclassify the manner in which individuals travel.

Difficulties and Flexibility

Like any worldwide company, Toyota has confronted its portion of difficulties. The 2008 worldwide monetary emergency, cataclysmic events like the 2011 seismic tremor and tidal wave in Japan. And the later semiconductor deficiencies have tried Toyota's versatility. In any case, the organization's powerful production network the executives, versatile business methodologies. And obligation to constant improvement have permitted it to really explore these difficulties.

Toyota's capacity to rapidly recuperate from mishaps and keep developing has supported its situation as a forerunner in the worldwide auto market. The organization's emphasis on long haul supportability, consumer loyalty, and mechanical progression guarantees that it stays a prevailing power in the business.

[vividracing]

New Post has been published on https://www.vividracing.com/blog/top-6-best-exhausts-for-the-toyota-gr-86-subaru-brz/

Top 6 Best Exhausts for the Toyota GR-86 / Subaru BRZ

At Vivid Racing, we love to be your plug for the best advice, recommendations, and car products on the market. We don’t shy away from giving our expert opinion and continue to do so to all car enthusiasts who reach out to us and read our blogs. When it comes to the Toyota GR-86 / Subaru BRZ, we have shared the best coilover suspension upgrades, the most underrated upgrades for the 2.4L Boxer, and more. Today, we are going to share the top 6 exhaust upgrades meant to increase horsepower and torque hence improving performance, enhance throttle response, and provide a more aggressive exhaust note and we have videos to prove this.

So, if you own the 2.4L Boxer, here are the best exhaust upgrades that you should go for. We are sharing 6 of them so that you have more options, and brands to choose from.

1.) VRP 3-Inch Titanium Catback Exhaust

Made by our very own, VR Performance, this is our first recommendation because it is one of the lightest and budget-friendly Titanium Cat-Back options. You know what if a titanium one isn’t what you prefer, just to give you more options, you can save (almost) ALL the money by going for a Stainless Steel Catback Exhaust one. But if you are still reading this, hence interested in knowing more about the Titanium one, you should know that it solves two issues found in the stock exhaust;

It delivers the glorious rumble that a stock exhaust fails to

Eliminates the hindering back pressure created by the factory system

With no modification required for installation, the VRP 3-inch Titanium Catback Exhaust Subaru BRZ | Scion FRS | Toyota GT86/GR86 2013+ will unlock the true tone of the 2.4L boxer engine.

2.) MRT Street Race Header Back Exhaust System

We recommend this second option because we know that your engine deserves to be heard. This American-made Street Race Header Back Exhaust System by MRT Engineered Performance will give your car that loud ramble it has been missing. What makes this system special is the fact that it was engineered for the best sound to match your 86 and it also increases performance from increased exhaust flow, on top of it being manufactured using a corrosion-resistant T304 Stainless Steel. If you want to set yourself apart on the road, this is the system to go for.

3.) ARMYTRIX Valvetronic Exhaust System Toyota GR86 2022+ | Subaru BRZ 2.4L Non-OPF

We wouldn’t be recommending the best products on the market if we didn’t mention an exhaust from Armytrix. So our third recommendation for you is the ARMYTRIX Valvetronic Exhaust System Toyota GR86 2022+ | Subaru BRZ 2.4L Non-OPF 2013+. The brand is known for manufacturing quality exhausts with high-end features and their signature sound. Apart from the deep, sporty sound which as seen in the video below, should be enough to convince you to grab this Valvetronic exhaust, this system will also deliver a reduction in weight and an increase in power especially in the low and mid-rev range.

4.) HKS Legamax Sports ZN8 | ZD8 FA24 Toyota GR-86 | Subaru BRZ 2022+

Our fourth option is from a brand that is well-versed with the Toyota GR-86, and we have recommended their products for a full GR86 build before, CLICK HERE to check them out. When it comes to manufacturing high-performance products, HKS never disappoints, matter of fact the HKS Legamax Sports ZN8 | ZD8 FA24 Toyota GR-86 | Subaru BRZ 2022+ (seen in the video below) has us scratching our heads wondering, is this the most refined exhaust option? Here’s why we think so, this system is guaranteed to provide excellent exhaust efficiency as it delivers a sporty sound in the high rpm range, accompanied by a modest sound at the low rpm range all this while having a low back pressure, if that won’t have you wondering the same too, we don’t know what will.

5.) Quicksilver Sport Exhaust System with Sound Architect Toyota GR-86 | Yaris 2020+

Our fifth recommendation is the Quicksilver Sport Exhaust System with Sound Architect Toyota GR-86 | Yaris 2020+ which was manufactured to please all enthusiasts with its bass-heavy presence and rising note under acceleration. The thing that differentiates this system from others in the list, is the fact that you have both sound options, Quiet or Loud – at the touch of a button. The quiet mode provides sound similar to the stock system but the loud mode, the loud mode is the main reason this system made the list, Check out this video below to see what we mean.

Features:

Significant weight reduction – OE system is 12.9 kgs QuickSilver is 8.9 kgs.

Easy Installation – Literally ‘Plug & Play’.

Carbon-Fibre Tips – Black carbon tips to match the roof and other black elements.

The Sound – A massive improvement see below.

This system fits the GR86, and the Toyota Yaris 2020-2022. Bet you didn’t expect this one… GR Yaris has entered the conversation and has some authority at this table. Keep in mind, that the GR Yaris is equipped with a 1.6L turbocharged three-cylinder motor (G16E-GTS), similar to the stateside GR Corolla. The flat-four Boxer engine (FA20) will output a very different sound, but this video will give you an idea of the luxury quality standards being produced by the Quicksilver brand.

6.) Tomei Exprem Ti Full Type-D Titanium Muffler Kit

Would this be a proper buyer guide if Tomei didn’t have a seat at the table? Here’s how they earned it. Manufactured by Tomei, this system was made with overall engine performance gains in mind. When it comes to its design, every tube’s length and size were carefully crafted to maximize torque, response, and exhaust flow efficiency from start to finish. Manufactured using the best Titanium grade materials, this high-quality system is also light, hence causing a weight reduction. When it comes to manufacturing the Exprem Ti system, the brand pt to use their knowledge, and decades-long of experience to make sure that they deliver unrivled system for your GR86.

We made sure to cover the best in this guide, but you know what we also answer any lingering questions you may have about Toyota GT-86 | Subaru BRZ, so please do not hesitate to contact us for questions or if you need more information on products in our shop. You can reach us by phone at 1-480-966-3040 or via email at sales@vividracing.com.

[toyota12]

Toyota Avalon (1995-2022)

This post will cover the Avalon from the beginning of it's production in 1994 to it's eventual discontinuation in the U.S. by 2022.

1995-1999 Toyota Avalon (XX10)

The Avalon was first introduced in February of 1994 at the Chicago International Auto Show. The name itself however, originated from a concept car of the same name, which was displayed at the 1991 Toyota Motor Show. The car was introduced as a 1995 model. This Avalon was based on XV10 generation of the Camry. The trim levels for this generation Avalon were the XL and XLS, based on the LE and XLE trim levels respectively.

2000-2004 Toyota Avalon (XX20)

Although the Avalon was still based on the design of the Camry, it was produced as a much larger sedan for the second generation. For the 2003 model, the Avalon was given a slight facelight, including an updated grille and tailights. There were also minor updates to the interior as well.

2005-2012 Toyota Avalon (XX30)

For this generation, the Avalon was stylized as a much larger car than the previous two generations. At was at this time that the Avalon also became the first ever Toyota car to use a single piece wiper blade design. The XX30 Avalon also introduced the Touring and Limited trim levels, while the standard trim became fitted with larger 16 inch wheels. This generation was also facelifted twice, once in the 2008 model year, with a newer front end, and once for 2011 with an entire redesign.

2013-2018 Toyota Avalon (XX40)

The fourth generation Avalon was based on the design of the Lexus ES. Much like the first two generations, the Avalon's redesign was based on the design of the Camry. It recieved a new grille, different headlight and tailight designs, and a touch screen on the interior. This generation also introduced a hybrid variant of the Avalon. For the 2015 model year, the Avalon underwent a facelight that featured a new front grille and an updated suspension system.

2019-2022 Toyota Avalon (XX50)

The fifth generation Avalon was introduced at the 2018 North American International Auto Show and went on sale in May of that year. This generation also introduced the XSE trim levels, as well as having the XLE, XSE, and Limited trims offered on the hybrid version of the Avalon. In August of 2021, it was announced that this generation of the Avalon was be the last and it was to be discontinued follow the 2022 model in favor of producing the Toyota Crown crossover in its place. Though the Avalon still continues to be produced in China.

Wikipedia: Toyota Avalon

[tocitynews]

Toyota Apologizes For Cheating On Vehicle Testing And Halts Production Of Three Models – Los Angeles California reporting

The company said the wrongdoing does not affect the safety of the vehicles already on roads

The wide-ranging faulty testing at Japan’s top automaker involved the use of inadequate or outdated data in collision tests, and incorrect testing of airbag inflation and rear-seat damage in crashes. Engine power tests also were found to have been falsified.

Toyota Motor Corp., based in Toyota city, central Japan, suspended production in Japan of the Corolla Fielder, Corolla Axio and Yaris Cross. The faulty tests were also found on discontinued models.

Certification problems surfaced at Toyota group companies, truck maker Hino Motors and Daihatsu Motor Co., specializing in small models, and Toyota Industries Corp., which makes machinery and auto parts.

Shinji Miyamoto, a Toyota executive overseeing customer satisfaction, said Toyota began looking into its own tests following the problems at the group companies.

The apparent unraveling of the testing systems at Toyota and its group companies is an embarrassment for an automaker that’s prided itself for decades on production finesse and a corporate culture based on empowering workers to make “ever-better cars.”

Toyoda said the company may have been too eager to get the tests done and abbreviated them at a time when model varieties were burgeoning.

Toyota sells more than 10 million vehicles around the world.

[learnstransformation]

learntransformation.com/best-lean-leaders-who-challenge-status-quo/

These four influential figures in their respective fields share common themes in their leadership styles, although their industries and approaches may differ:

Taiichi Ohno: As the father of the Toyota Production System, Ohno emphasized the importance of continuous improvement, waste reduction, and employee empowerment. His leadership style focused on creating a culture of learning and adaptation, where workers were actively involved in identifying and eliminating waste in their processes.

Jeff Bezos: Known for his long-term thinking and customer obsession, Bezos prioritized innovation, risk-taking, and customer-centricity in his leadership style. He encouraged experimentation, data-driven decision-making, and a relentless focus on delivering value to customers.

John Toussaint: A thought leader in healthcare quality improvement, Toussaint advocated for continuous improvement, collaboration, and patient-centered care. He emphasized the importance of involving frontline staff in improvement efforts and fostering a culture of shared responsibility and accountability.

Eric Ries: Renowned for his Lean Startup methodology, Ries promoted experimentation, customer-centricity, and continuous improvement in his leadership style. He encouraged startups to test their assumptions quickly, gather feedback, and iterate on their products or services based on customer insights.

While each leader has faced criticism and challenges in their approach, their contributions have left a lasting impact on their industries and inspired generations of leaders to adopt similar principles of continuous improvement, innovation, and customer focus.

[argyrocratie]

"A great deal of the offshored industrial production at the other end of the extended supply chains celebrated in People’s Republic of Walmart is actually carried out in comparatively small job shops that would be more efficiently collocated with local market areas. The technology at the actual point of production, in such cases, is modest in scale and best suited for local or regional production. But it’s enclosed within a corporate institutional framework of extended logistic chains through the framework of copyright, patent, and trademark law which gives corporations a legal monopoly on disposal of an outsourced product. The only reason the facilities in China aren’t all producing identical goods directly for the local market, and selling at a price without the trademark and patent markups, is the enclosure of decentralized production technology within a centralized corporate legal framework. And the only reason the production facilities making goods for people in Iowa are sited in China instead of in Iowa is that the labor there is cheaper.

(...)

Lean production guru James Womack observed that “oceans and lean production are not compatible.” Simply shifting inventories from giant warehouses of finished product or intermediate goods to warehouses disguised as trucks and container ships isn’t really reducing overall inventory stocks at all. It’s just sweeping the batch and-queue bloat of Sloanism under the rug. The outsourced component manufacturers “are located on the wrong side of the world from both their engineering operations and their customers… [in order] to reduce the cost per hour of labor.” To properly apply lean principles it is necessary “to locate both design and physical production in the appropriate place to serve the customer.”49

In his Foreword to Waddell’s and Bodek’s The Rebirth of American Industry (something of a bible for American devotees of the Toyota Production System), H. Thomas Johnson (an expert in lean accounting) writes:

Some people see lean as a pathway to restoring the large manufacturing giants the United States economy has been famous for in the past half century…. The cheap fossil fuel sources that have always supported such production operations cannot be taken for granted any longer. One proposal that has great merit is that of rebuilding our economy around smaller scale, locally-focused organizations that provide just as high a standard living [sic] as people now enjoy, but with far less energy and resource consumption. Helping to create the sustainable local living economy may be the most exciting frontier yet for architects of lean operations.

So except in a few cases like geographically situated mineral resources, microprocessor production, and the like that require long-distance shipping for genuine technical reasons, most of what goes on in the logistic chains Phillips loves so much is just waste production. And that’s a lot of waste production. To put it simply, Walmart’s and Amazon’s increasingly automated inventory systems and just-in-time global logistic chains achieve “efficiency” only in a relative sense. To borrow a phrase from Peter Drucker, they’re the most efficient way of doing a very inefficient thing that ought not to be done at all.

(...)

Capitalism is not in crisis because, as per the orthodox Marxist model, its productivity so great that it undermines capitalist relations of production. It is in crisis because it has chosen models of technological development and organizing production that are unproductive in terms of how efficiently they use inputs. Capitalism is a system founded on extensive growth — that is, on the addition of ever larger quantities of resource inputs, inputs which are artificially cheap and abundant because of the enclosure of land and natural resources. Now that we are in the age of Peak Oil, and approaching the age of Peak Coal, Peak Gas, and analogous limits to a wide range of other material inputs, capitalism is experiencing a crisis of extensive development.

Post-capitalist transition is not simply a matter of celebrating mass production factories and global logistic chains as the “colossal forces of production” Marx wrote of, and saying “Thank you, capitalists, but we’ll take over from here.” Those mass production factories and global logistic chains are the prime examples of the kinds of inefficiency created by a system that treated material inputs as artificially cheap and abundant and pursued growth by throwing more of them on the pile instead of using existing inputs more efficiently."

-Kevin Carson, “We Are All Degrowthers. We Are All Ecomodernists. Analysis of a Debate” (2019)