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Does Toyota use Lean Six Sigma?

Toyota does not operate Lean Six Sigma as a formal, company-wide program. Its manufacturing philosophy centers on the Toyota Production System (TPS) and Lean principles, reinforced by A3 problem solving, PDCA cycles, and a culture of continuous improvement. In some cases, certain suppliers or regional operations may borrow Six Sigma tools to augment quality work, but the core approach remains Lean/TPS rather than a standalone Six Sigma framework.

Toyota's Lean Foundation: The Toyota Production System

The central idea behind Toyota's approach is to maximize value while minimizing waste. The Toyota Production System (TPS) integrates Just-in-Time production with Jidoka (autonomation) to stop problems at their source and prevent defects from moving downstream. Standardized work, visual management, and a relentless focus on kaizen—continuous improvement—drive efficiency and quality across the company’s global manufacturing network.

Key elements of TPS include a strong emphasis on flow, takt time alignment, and close supplier coordination. The system also relies on practical problem-solving tools such as the A3 report, Gemba walks (going to the real place where work happens), Poka-yoke (mistake-proofing), and the PDCA (Plan-Do-Check-Act) cycle to verify improvements and prevent recurrence of issues.

Does Toyota use Lean Six Sigma?

Toyota's problem-solving toolkit

Toyota’s internal methods center on A3-based problem solving, PDCA cycles, and the culture of kaizen. These practices emphasize rapid, practical improvements at the process level and are deeply embedded in daily operations. In this sense, Toyota solves problems with a distinct toolkit that predates and remains separate from formal Six Sigma methodologies.

Lean Six Sigma in Toyota's ecosystem

There are occasions where Lean Six Sigma concepts appear within Toyota’s broader ecosystem, particularly among suppliers or regional operations that seek to align with strict quality and variation-reduction goals. The following points illustrate how Lean Six Sigma tools may surface in practice:

Supplier programs and training that reference Six Sigma terminology or DMAIC-style projects, often to meet shared quality standards

Regional manufacturing centers adopting statistical tools to monitor process capability (e.g., SPC and capability indices) within a Lean framework

Collaborations with external consultants or partner firms that apply Lean Six Sigma techniques to complement TPS improvements

Quality-management expectations (e.g., ISO/IATF 16949 frameworks) that encourage data-driven decision-making, which can overlap with Six Sigma-style analysis

Despite these appearances, Toyota's public materials and core communications emphasize TPS and Lean as the foundation of its manufacturing and quality systems, rather than a formal Lean Six Sigma program.

Differences between the core Toyota approach and Lean Six Sigma, as practiced in many other companies, include emphasis on continuous flow and waste elimination (Lean/TPS) versus formal statistical variation reduction (Six Sigma), as well as problem-solving rituals (A3/PDCA) versus DMAIC-led project work. In practice, some Toyota-affiliated teams may selectively borrow Six Sigma tools, but the overarching framework remains Lean/TPS.

Implications for customers and suppliers

For customers, this means Toyota’s quality and reliability improvements are driven by the speed and efficiency of TPS, with defects caught at the source and process stability pursued through kaizen. For suppliers, it can mean a strong expectation of continuous improvement and data-driven quality, sometimes through Six Sigma-inspired methods, but always within the larger Lean/TPS culture.

Summary

In short, Toyota does not run a formal Lean Six Sigma program. Its proven system is the Toyota Production System, built on Lean principles, Jidoka, and continuous improvement. While Six Sigma tools may appear in some supplier programs or regional initiatives, they operate alongside TPS rather than replace it. The company’s emphasis remains on waste reduction, flow, and problem solving through A3 and PDCA, with any Six Sigma usage being supplementary rather than central to Toyota’s corporate methodology.

How does Toyota use lean manufacturing?

Toyota uses lean manufacturing through its Toyota Production System (TPS), which focuses on eliminating waste (muda), overburden (muri), and inconsistency (mura) to maximize efficiency and quality. Key principles include Just-in-Time production, Jidoka ("automation with a human touch"), and Kaizen (continuous improvement). Toyota achieves a smooth workflow, empowers employees to identify and solve problems, and produces only what is needed when it is needed, based on actual customer demand.

Core principles and tools

Elimination of Waste (Mudacap M u d a𝑀𝑢𝑑𝑎): Toyota's system aims to remove any activity that doesn't add value, such as overproduction, waiting, excessive inventory, unnecessary transportation, defects, and overprocessing.
Just-in-Time (JIT): Producing only what is needed, when it is needed, and in the amount needed to avoid overproduction and excess inventory.
Jidoka: "Automation with a human touch." Machines are designed to stop automatically when an abnormality is detected, and workers are empowered to stop the line to address issues immediately. This prevents defects from moving downstream.
Kaizen: A philosophy of continuous improvement where all employees are encouraged to find and implement small, incremental improvements to processes, quality, and efficiency.
Heijunka: Leveling the production schedule to smooth out peaks and valleys of demand, which prevents overburden on workers and equipment and leads to a more stable workflow.
Kanban: A visual signaling system used to manage the workflow and ensure that production is based on actual demand. It signals when more parts are needed.

How these principles are implemented

Identifying and attacking waste: Employees are trained to spot and eliminate the "seven wastes" (sometimes eight) to reduce costs and increase efficiency.
Employee empowerment: Workers are given the responsibility and authority to stop the production line if they see a problem, fostering a culture of problem-solving and continuous improvement.
Supplier partnerships: Toyota works closely with its suppliers to create a seamless and consistent workflow throughout the entire value chain.
Smooth workflow and continuous flow: The system is designed to keep products moving smoothly from one stage to the next, minimizing interruptions and bottlenecks.

What management system does Toyota use?

The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices.

Does Toyota follow Six Sigma?

Yes, Toyota uses principles similar to Six Sigma, primarily through its own Toyota Production System (TPS), which has been influential in the development of both Lean and Six Sigma methodologies. While Toyota doesn't operate under a formal "Six Sigma program," its approach is considered a powerful version of Lean Six Sigma, with a strong focus on eliminating waste, continuous improvement (Kaizencap K a i z e n𝐾𝑎𝑖𝑧𝑒𝑛), and high-quality outcomes, according to this article on 6sigma.us and this article on QI Macros. Toyota's TPS incorporates many of the goals and techniques of Six Sigma, such as reducing defects and using statistical tools, to achieve high levels of performance across the company.
Key similarities and differences

Feature	Toyota Production System (TPS)	Six Sigma
Primary Goal	Eliminate all forms of waste and defects to improve quality and efficiency.	Reduce variation in processes and defects to a statistically insignificant level (3.4 defects per million opportunities).
Methodology	A "supercharged" blend of Just-in-Time and Jidoka, focused on the whole system of the production flow, not just individual processes.	A data-driven, statistical methodology for improving processes, often used on its own or combined with Lean principles.
Problem Solving	Emphasizes deep, step-by-step root cause analysis, famously asking "why" five times to get to the core of the problem, as described in this article on QI Macros.	Utilizes a structured problem-solving methodology called DMAIC (Define, Measure, Analyze, Improve, Control).
Influence	While it predates formal Six Sigma, it has heavily influenced Six Sigma and Lean principles.	Has become a major quality improvement tool adopted by many companies, partly due to Toyota's success.
Philosophy	A more holistic "way of life" for the entire organization, built on principles like continuous improvement (Kaizencap K a i z e n𝐾𝑎𝑖𝑧𝑒𝑛) and respect for people.	A system-based approach to process improvement that often requires specific training and certifications.

What methodology does Toyota use?

The Toyota methodology, also known as the Toyota Production System (TPS), is a management system focused on eliminating waste, ensuring quality, and increasing efficiency through continuous improvement. Its two core pillars are Jidoka (autonomation), which builds quality into the process by automatically stopping to fix defects, and Just-In-Time (JIT), which produces only what is needed, when it is needed, to minimize inventory. The system also emphasizes respect for people and a long-term philosophy for decision-making.

Core principles

Jidoka (autonomation):
- Builds quality into the production process by having machines stop automatically when a problem occurs.
- Prevents defects from being passed to the next stage, reducing waste and ensuring quality is built in "the first time".
Just-In-Time (JIT):
- Ensures that parts and products are available only when they are needed, in the exact amount required.
- Minimizes inventory and overproduction, making the system more responsive to customer demand.
Respect for people:
- Fosters a supportive environment where employees are encouraged and empowered to improve processes and solve problems.
- Involves developing leaders who understand the work and teaching them to apply the company's philosophy.
Long-term philosophy:
- Bases management decisions on a long-term vision, even at the expense of short-term financial gains.

Other key practices

Kaizen (continuous improvement): A constant pursuit of perfection by eliminating waste and improving processes across all levels of the organization.
Heijunka (workload leveling): Leveling out the production schedule to avoid the waste and inefficiency that comes from a fluctuating workload.
Genchi Genbutsu: The principle of "go and see for yourself" to gain a thorough understanding of the situation before making a decision.
Standardized work: Creating stable, repeatable processes to provide a foundation for continuous improvement and quality control.
Visual control: Using visual aids and systems to make problems and performance instantly visible to everyone.

Kevin Bennett

Company Owner

Kevin Bennet is the founder and owner of Kevin's Autos, a leading automotive service provider in Australia. With a deep commitment to customer satisfaction and years of industry expertise, Kevin uses his blog to answer the most common questions posed by his customers. From maintenance tips to troubleshooting advice, Kevin's articles are designed to empower drivers with the knowledge they need to keep their vehicles running smoothly and safely.