The Toyota Flow System (TFS, developed by Nigel Thurlow, Professor John Turner, and Brian Rivera, 2019) can be described as a system of patterns, practices and techniques to enable organizations and institutions to achieve desired outcomes in a complex world. This model uses the popular representation of a house, from the Toyota Production System model (TPS), to outline an evidence-based approach to achieving business transformation.
The TFS is a system of understanding, and not a one-size-fits-all framework. The TFS model aims to sustain the flow of value to the customer, who is the center of the TFS universe.
As we dig deeper into the helixes, we find the philosophies, tools and knowledge (practice and theory) behind each component. For Distributed Leadership, leadership is viewed as being bottom-up, top-down, as well as horizontal. Complexity Thinking involves identifying the level of complexity that is present in a problem or environment and calls for viewing systems as open and complex adaptive systems (CAS). Finally, Team Science utilizes empirical research to incorporate teamwork into current practices rather than operating as command-and-control groups with no teamwork present.
For more information have a look at: Introducing the Toyota flow system
In my Bird’s eye view on the agile forest, I positioned this approach in the block business as usual / indefinite. For more information on this picture see: A bird’s eye view on the agile forest