[3] The main objectives of the TPS are to design out overburden (muri) and inconsistency (mura), and to eliminate waste (muda).
It is also crucial to ensure that the process is as flexible as necessary without stress or "muri" (overburden) since this generates "muda" (waste).
People who participate in the system learn to identify expenditures of material, effort and time that do not generate value for customers and furthermore we have avoided a 'how-to' approach.
It is a reminder that lasting gains in productivity and quality are possible whenever and wherever management and employees are united in a commitment to positive change".
TPS is grounded on two main conceptual pillars: Toyota has developed various tools to transfer these concepts into practice and apply them to specific requirements and conditions in the company and business.
[8] Toyota received their inspiration for the system, not from the American automotive industry (at that time the world's largest by far), but from visiting a supermarket.
[9] Many Western businesses, having observed Toyota's factories, set out to attack high inventory levels directly without understanding what made these reductions possible.
This going back to basics, exposing the real significance of problems and then making fundamental improvements, can be witnessed throughout the Toyota Production System.
Toyota has even "donated" its system to charities, providing its engineering staff and techniques to non-profits in an effort to increase their efficiency and thus ability to serve people.