5S, 5 Whys and standardised work at Toyota

Lean Management difficulties at Toyota - by Reynald Debaut-Henocque


Reynald Debaut-Henocque, ex-vice-president of production at Toyota Motor Manufacturing France, presents the difficulties he encountered in Lean Management at Toyota, in spite of being the Lean Management pioneer with more than 40 years of practice. To him, concepts requiring the most focus and sustainment are:

  • 5S: Difficult to maintain, especially when the organization undergoes regular changes. How to continuously improve the organization while also keeping the team aligned with 5S? This difficulty can be overcome through quality circles.


  • Standardized work application: It's natural that some members have good ideas and start implementing them without any validation. That's why at Toyota, an audit is conducted by all levels of management to effectively ensure that standardized work is properly applied.


  • 5 Whys: Not an easy exercise to carry out. The reasoning is not always sufficiently logical, and therefore, the real root cause is not well identified, and the problem is not resolved. However, at Toyota, all team members are coached, supported, and guided by the management team.



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About Reynald Debaut-Henocque


From 1981 to 1999, he built a career as a Quality Director in the automotive supplier industry, accompanying the quality procedures revolution. His experience was gained not only with European manufacturers but also with North American ones. In 1993, he implemented the continuous improvement branch in Europe for the BTR Group.

In 1999, he joined the Toyota Group as the Quality Director of TMMF (Toyota Motor Manufacturing France) and successfully achieved the 1st Warranty Award during the launch of the "made in France" Yaris. He then broadened his horizons by taking on roles as Production Director and Supply Chain Director, contributing to the success of an industrial site that met the challenge of producing B-segment vehicles in France, with over 3 million produced in 20 years. As Vice President of Production, he subsequently prepared the site to produce 3 million vehicles in 10 years.

He was one of the key contributors to the success of Toyota Motor Manufacturing France.



Marris Consulting, expert in Theory of Constraints & Critical Chain Project Management


Marris Consulting is an expert in the Theory of Constraints (ToC) and Critical Chain Project Management (CCPM). As industry consultants, we are focused on helping process and manufacturing industries reach their highest levels of performance by using Constraints Management  combined with Lean and Six Sigma. We also use Critical Chain Project Management which we sometimes combine with Lean engineering to improve project performance. If you are unsure about the actions which need to be implemented to improve operational efficiency, our industrial management consultants can also conduct a performance audit. Furthermore, our experts host numerous Theory of Constraints (ToC), lean and project management training sessions throughout the year.

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About Marris Consulting

Marris Consulting is an industry consulting and training company specialized in the Theory of Constraints (ToC) and Critical Chain Project Management. We focus on improving the performance of manufacturing and process industries by using Constraints Management combined with Lean and Six Sigma. To boost project performance, we also use Critical Chain Project Management (CCPM), which we sometimes combine with Lean Engineering. Our 2-day performance audits, our performance consulting services and our project management, Lean, ToC & CCPM training by our industry consultants offer a wide range of solutions to help our clients around the world reach the highest possible levels of performance.

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