"I have heard many managers and engineers say, "We tried the kanban system, but it doesn't work here." To this, a Toyota person might well say, "Ah, kanban is actually already working. It has revealed an obstacle to your progress, which you now need to work on and then try again." We gave up at the place where Toyota rolls up its sleeves and gets going." Mike Rother, p96, Toyota Kata

• Create constancy of purpose for improvement of product and service.
• Adopt the new philosophy.
• Cease dependence on mass inspection.
• End the practice of awarding business on the basis of price tag alone.
• Improve constantly and forever the system of production and service.
• Institute training.
• Adopt and institute leadership.
• Drive out fear.
• Break down barriers between staff areas.
• Eliminate slogans, exhortations, and targets for the work force.
• Eliminate numerical quotas for the work force and eliminate numerical goals for people in management.
• Remove barriers that rob people of pride of workmanship.
• Encourage education and self-improvement for everyone.
• Take action to accomplish the transformation.