1. Always regard today’s level as the worst. The greatest thing about Toyota's success is that it has been trying to tap the wisdom of front-line employees for decades and spare no effort in cultivating workers' awareness and skills.

2. All achievements in lean production today are brought about by motivating employees to continue to improve. In 2005, Toyota CEO received more than 600,000 suggestions from employees, 99% of which were adopted. "Good products, good ideas", this is what Toyota requires of its employees.

3. Delay is worse than speed. Improvement should start with small things. Don’t always think about making big changes, but do the small things within your power right away. If you keep doing this, you will have amazing results.

4. Allow failure. The development of an enterprise is inherently a process of taking a step forward and a half step back;

5. Give back a certain proportion of the efficiency gains due to improvements to the improvers, and the improvers must be recognized, praised and even promoted. Serve as a motivator for improvers and other employees to innovate next time.

6. Improvement requires persistence. No job is without problems. Problems always exist, so there is always room for improvement.

7. The time that really brings value to the enterprise is only the processing process on the production line.

8. In order to find out waste in depth, Toyota set up a production investigation team to calculate every link of production and every action of employees (such as turning around in 0.5 seconds) with a stopwatch. Toyota uses this method to visualize waste and then carefully study continuous improvement methods to eliminate all waste.

9. Inventory is the source of waste. Inventory masks problems such as equipment failures, downtime, time spent on production changeovers and incomplete production organization.

10. The accident itself is a huge waste.

11. We must establish the idea that "accidents can only happen once", whether it is a safety accident, quality accident or equipment accident. It is necessary to conduct a thorough analysis of each accident, find out the reasons, come up with a variety of prevention and solution plans, select the best plan among them, introduce corresponding management systems and strictly implement them.

12. Toyota does not agree with a punishment culture. When employees make mistakes, they are first considered to be the leader's mistakes.

13. The safety of employees is the most important, so Toyota’s safety is thoroughly guaranteed; Toyota’s canteens and bathrooms can meet five-star hygiene standards; the on-site environment is clean and orderly, making employees feel Relaxed and happy; all heavy or dangerous work must be mechanized to minimize labor intensity, liberate the labor force, and ensure labor safety; a large number of labor protection supplies must be distributed on time, but employees are willing not to wear work clothes while working.

14. Any successful company without exception embodies a high degree of care for its employees. When an enterprise grows bigger, it belongs to society and everyone. Only by making employees feel at home can the company have cohesion and achieve rapid development. If each of our cadres always cares for their employees, our cohesion will bring greater success to the company.

15. Toyota’s lean production model is TPS management. It includes two parts: one is just-in-time production and the other is automation. Just-in-time production is the rationalization of arranging the production rhythm at the speed of sales to achieve stable production. Later processes pull the previous processes, and the kanban is passed from back to front, avoiding the inventory waste that may be caused by push production, and realizing small batch and multi-variety production. The so-called automation is not just mechanization, but the elimination of defective products under the premise of mechanization. When defective products appear in any process, the entire production system will automatically stop.

16. Transformation from operating an enterprise to managing an enterprise, and seeking benefits from management, is the essence of the survival and development of manufacturing enterprises.