Lean production was groundbreaking approach by Toyota after Second World War and till 1990, characteristically needed 50% of the effort, 50% of the production room and capital investment for a required amount of capacity, and a fraction of the development and lead time of mass production systems, whereas manufacturing products in wider variety and lower quantities with the least flaws. The terminology crafted by John Krafcik, a research assistant at the MIT with the International Motor vehicle Program in the late 1980s. Another pillar of success at Toyota constitutes Obeya which in Japanese implies 'big room'. At Toyota it has come to be recognized as a major management tool, applied particularly in product development to augment efficient and timely communication. Identical in idea to traditional war rooms, an Obeya will be having charts with heavy visual charts and graphs showing program timing, milestones and progress till date and compliance to existing timing or technical difficulties. The Project leaders will be having desks in the Obeya as others will be appropriating the points in the program timing. The objective is to guarantee success of the project and make the plan-to-do-act cycle shorter. (Capsule Summary of Lean Concepts)

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