2. We have noticed that SSM Health Care has learned from manufacturing companies on their journey to quality. What can non-manufacturing companies learn and apply from Toyota's philosophy and practices? Suggest specific things that education and government could learn. Non-manufacturing companies can learn and apply Toyota philosophy and practices as listed below: i) Lean thinking. In the 1950s, Toyota developed lean thinking. The Toyota Production System aspires to minimize waste and increase efficiency, while improving product quality. From this initiative, Toyota was able to broaden its competitive advantage by employing fewer employees to produce cars with a limited number of defective products. The main idea is to satisfy the desires of the internal or external customer. Through lean thinking, it is hoped that non-manufacturing companies can provide value to customers with minimal cost and effort and can save time. This will lead to improved performance and optimal utilization of the company's additional capabilities and resources. Waste Category Lean Thinking Healthcare Examples Correction (Defects) Adverse Drug Reactions. Readmission due to inappropriate discharge. Retesting due to incorrect information. Waiting Waiting for doctors to discharge patients. Waiting for test results. Transport. Central equipment stores rather than department stores for commonly used items. Over-processing. Ask patients for the same information multiple times. Waiting for inventory. lists.Excess stock in warehouses.Movement Unnecessary movement of staff to obtain information or supplies.Overproduction Requiring unnecessary laboratory tests.Keeping beds or slots free 'just in case'.Adapted from NHS Insti...... middle of paper ... ...ce if their ideas are accepted by top management. A creative suggestion system not only aims at continuous improvement but also gives importance to identifying sources of problems and eliminating waste so that organizational performance can be improved.viii) Vision towards achieving quality.As far as concerns the healthcare organization, it is essential to develop strategic plan and clear vision so that patient-focused care is at par with the organizational process conducted on an operational and daily basis. SSM Health Care has its meeting call letter standardized across all its locations as part of its protocol. Its values ​​and missions are attached to the meeting invitation letter as a constant reminder to staff. Indirectly, this approach helps translate the vision of how people should behave at SSM Health Care.