By: Ana Paula Pereira
Technical Review: Eduardo Yoshihara
Introduction
Those who have already applied Lean know this well: implementing is one thing, sustaining it is another. Many programs fade away in the day-to-day routine.
The FMDS (Floor Management Development System) was born within the Toyota Production System (TPS) precisely to address this challenge. Far more than a nice-looking board on the wall, FMDS is more than a disciplined routine: it is a true leadership school at the Gemba.
The purpose of this article is to help you uncover the strategic role of FMDS and the real impacts of a well-structured implementation. I had the honor of learning directly from the source and of working closely with a great sensei, my mentor Eduardo Yoshihara, author of a book on the subject, whose practical experience deeply influenced my perspective on Lean management.
What Is Its Purpose?
FMDS is an acronym that has been gaining traction in more mature Lean discussions.
Its name may sound technical, but its essence is simple: to transform daily management into a tool for leadership, focus, and continuous improvement.
At Toyota, FMDS was created so that plants could develop and become independent from headquarters, ensuring that the company’s strategy reached the shop floor in a living and disciplined way.
This enables:
- Indicators to be updated by those who perform the work;
- Problems to be identified and solved quickly;
- Leadership to be present at the Genba, observing, teaching, and learning.
FMDS is therefore a bridge between strategy and operations and, more than that, a true leader development system.
I Have My Purpose. What’s Next?
You can start FMDS with five basic pillars:
- Visual boards updated daily;
- KPIs connected to strategy;
- Clear and standardized corrective actions;
- Routine audits conducted by supervisors and managers;
- Documented and accessible PDCA cycles.
But most importantly: FMDS is not a board on the wall. It is a management discipline and a leadership development system. Management becomes part of the culture.
Are We Ready? Where Do I Start?
Beyond technique, FMDS requires leadership commitment. Its greatest differentiators are that it:
- Distributes responsibilities;
- Improves communication across areas;
- Identifies deviations before they become serious problems;
- Creates a culture of real improvement.
Its results are measurable: waste reduction, productivity gains, and more engaged teams.
Build Your Board to Develop Leaders, Not Just to Track Numbers
FMDS is the link between strategic planning and daily operations. It transforms company culture because it:
- Makes results visible;
- Develops critical thinking;
- Creates a common language between leadership and teams.
If the goal is to truly sustain Lean, the journey starts here.
FMDS is not a project. It is a journey.
And every leader must walk this path.
Ana Paula Pereira Silva
Production Engineer, Lean Manufacturing specialist, with experience in companies such as Toyota, Eurofarma, Otis, Valeo, and Eaton. Passionate about operational excellence and leadership development, she works with the implementation of Lean management systems.
Additional Links
Want to learn more about FMDS in practice?
Visit the Honsha website:
https://www.honsha.org/?lang=pt-br
See other articles about Lean and Toyota on Honsha:
https://www.honsha.org/artigos/
Follow Honsha content on YouTube:
https://www.youtube.com/honshaorg
