1. How has Toyota managed to overcome the paradox between continuous improvement and standardization? What is the scientific method? What is the role of the scientific method at Toyota? Which rule or practice appear to make the most sense for your workplace? You may modify it if you wish.

2. What is different about Toyota's application of lean thinking vs. other companies? Some people say that Toyota doesn't really practice lean thinking. They certainly don't appear to optimize many individual parts of the system. For example, they don't pool the inventory.

It almost sounds like they are sacrificing some optimization to ensure the consistent implementation of their managerial system. Do you agree with this? Do you see any other practices that appear counter-intuitive?

3. How has the Asian Mattress factory been able to overcome the tradeoffs between product range, inventory reduction, and productivity? Can any of this be applied to your work setting?

4. Please relate the application/ misapplication of the work rules mentioned in the article to your work or other experiences. Do you see a place in your environment ( work or otherwise) for their applicability.