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Learning and leadershipToyota is the role model and the most highly developed example of the potency of systems thinking and action learning in its broadest sense. But why, if the TPS is so successful, is Toyota along with its circle of suppliers still almost the lone manufacturing example? Why doesn’t every manufacturer imitate it? There are a number of answers to this question. If the idea of flow is conceptually simple, it is not simple-easy; it is the simplicity of pared-down complexity, and it has taken Toyota half a century to reach its current mastery. As we shall see in the cases that follow, systems thinking can produce dramatic results very quickly when applied to service organizations where little or nothing is physically ‘made’; but it first requires
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