The TPS Maturity Levels Model
Assess where you are, define where to go, close the gap systematically
The TPS Maturity Levels Model provides a structured way to assess an organization's current state of TPS implementation and chart a course toward higher levels. The book describes TPS levels from A (beginning) through D and beyond, where each level represents a qualitatively different state of operational capability and thinking.
The model recognizes that organizations cannot skip levels. A company at TPS Level A cannot simply adopt Level D practices. Each level has prerequisites that must be fulfilled before progressing to the next. This prevents the common mistake of copying advanced Toyota practices without having the foundational capabilities to sustain them.
Critically, the model emphasizes that the journey between levels takes significant time and requires instructors who have experience navigating each transition. An instructor who only knows Level D cannot effectively guide a Level A company because they may not understand the intermediate steps required.
- You cannot skip maturity levels; each level builds essential capabilities needed for the next
- Honest assessment of your current level is the prerequisite for meaningful improvement
- The ideal state should be understood but the path must be walked step by step
- Instructors must have experience at the learner's current level, not just knowledge of the destination
- Progress is measured by capability development, not just metric improvement
- Assess Current TPS Level HonestlyEvaluate your organization against the TPS level criteria by observing actual practices on the gemba. Do not assess based on what policies say or what training has been delivered. Assess based on what actually happens on the shop floor daily.Pro tipHave someone from outside your organization do the assessment. Internal teams almost always overestimate their maturity level.WarningSelf-deception at this stage undermines the entire improvement strategy. Be brutally honest.
- Define the Target Condition for the Next LevelBased on your current level, define what the next level looks like in concrete, observable terms. Do not aim for Level D if you are at Level A. Focus on what Level B looks like and what capabilities you need to develop to get there.
- Identify the Capability GapsCompare your current state to the target condition and identify specific capability gaps. These might include lack of standardized work, insufficient Jidoka capability, absence of production leveling, or inadequate problem-solving skills among front-line leaders.Pro tipFocus on people capabilities, not just process capabilities. TPS levels are ultimately determined by the thinking ability of your people.
- Build Capabilities Through PracticeClose the gaps through Jishuken activities, on-the-job training, and guided practice. Each capability should be developed through real application, not theoretical training. Assign qualified instructors who can guide your specific transition.
- Reassess and Set the Next TargetAfter a period of capability building, reassess your TPS level. If you have genuinely reached the next level, set a new target condition for the level above. This creates a continuous cycle of assessment, improvement, and advancement.Pro tipCelebrate genuine level advancement. It takes months or years to move up one level; this is normal and should be recognized as significant achievement.
The book describes situations where companies at the beginning TPS level tried to implement sophisticated Kanban systems because they saw them working at Toyota. Without stable processes, standardized work, or production leveling, the Kanban system created more confusion than improvement.
The TPS Maturity Levels concept emerged from Toyota's decades of experience helping both internal factories and external supplier companies develop their TPS capabilities. OMCD instructors observed that companies at different stages needed fundamentally different guidance and that attempting to implement advanced techniques in immature organizations led to frustration and failure.
Takeuchi describes how he encountered instructors who could describe the ideal state at high TPS levels but could not guide companies through the practical steps needed to move from their current level upward. This insight led to a more systematic approach to assessing maturity and planning the improvement journey.