The final principles embrace a philosophy of problem-solving that emphasizes thorough understanding, consensus-based solutions swiftly implemented and continual reflection (hansei) and improvement (kaizen). The 12th principle (Genchi Genbutsu) sets out the expectation that managers will personally evaluate operations so that they have a firsthand understanding of situations and problems. Principle 13 encourages thorough consideration of possible solutions through a consensus process, with rapid implementation of decisions once reached (nemawashi). The final principle requires that Toyota be a \"learning organization\", continually reflecting on its practices and striving for improvement. According to Liker, the process of becoming a learning organization involves criticizing every aspect of what one does.
There is a question of uptake of the principles now that Toyota has production operations in many different countries around the world. As a New York Times article notes, while the corporate culture may have been easily disseminated by word of mouth when Toyota manufacturing was only in Japan, with worldwide production, many different cultures must be taken into account. Concepts such as \"mutual ownership of problems\", or \"genchi genbutsu\", (solving problems at the source instead of behind desks), and the \"kaizen mind\", (an unending sense of crisis behind the company's constant drive to improve), may be unfamiliar to North Americans and people of other cultures. A recent increase in vehicle recalls may be due, in part, to \"a failure by Toyota to spread its obsession for craftsmanship among its growing ranks of overseas factory workers and managers.\" Toyota is attempting to address these needs by establishing training institutes in the United States and in Thailand. 153554b96e