Day 1 - Panel Discussion Stream A - 15:00 - 16:00

The Toyota Production System (TPS) is globally renowned as the ultimate framework for operational excellence. Yet, for every success story outside of Toyota, there are countless implementations that fail to deliver sustainable results. This panel discussion moves beyond the superficial application of tools—like Kanban boards and 5S—to explore the most significant, often-overlooked roadblocks to a true Lean transformation: culture, mindset, and frontline leadership.

Featuring senior former Toyota leaders who have been adapting TPS and Toyota Business Practices (TBP) into diverse industries, this session dives into the raw reality of translating Lean principles outside of Toyota’s walls. Through candid reflections on both breakthrough successes and costly missteps, the panelists will examine why off-the-shelf Lean toolkits stall out and what it truly takes to build a self-sustaining problem-solving culture within your own corporate DNA.

This is an interactive, unscripted session—so come prepared with your real-world challenges. Bring your burning questions on the friction points, cultural pushback, and hard truths you face in adopting a Lean culture on your own shop floor, and get unfiltered answers from the experts who have walked the path.

Kevin is the former Asst. General Manager at Toyota’s Hybrid Engine Plant in North Wales and has spent 30 years in manufacturing operations within Toyota Motor Manufacturing UK ltd.
Armed with a deep knowledge of the Toyota Production System (TPS) and the Toyota Way, Kevin understands the key leadership behaviours essential for delivering operational excellence into any organisation.

Peter McArdle held several leadership positions across both technical & production functions (UK, Japan, Global) with a passion in development of business operations (people & process). Peter reflects by the experience he had, that an integrated and situational approach works best. Business operational excellence comes through creating a continuous improvement culture (Challenge & Respect) combined with appropriate application of tools that systematically identify, visualise, stratify, and resolve problems thus driving continuous improvement cycles.

Following a successful Toyota career, Peter can draw upon that experience to develop leaders in other organisations and industries, respecting their individual challenges and tailoring an approach to match the situation.