7 Do you think that the high engagement culture of Toyota is universally well-suited to everybody in the economy? The success of Toyota around the world, substantially due to its Toyota Production System (TPS) and more recent Toyota Way' approach to work, was based on many common sense principles, including 'standardised work and continuous improvement. Many organisations, especially in manufacturing industries, had been trying to implement these powerful concepts for years, but only a few had succeeded in making them stick in a sustainable way. A core reason for Toyota's ability to implement with such relative success was its deep- held 'Respect for People' principle. Many organisations have found that it is not enough to merely specify the standard operating procedures; the real challenge being to have people work to those standards consistently and sustainably. This capability is critical, especially in process work contexts of repetitive manufacturing or services, to achieving high levels of productivity and quality, with low levels of defects and waste. Adherence to standardised work procedures had taken Toyota in Australia quite a few years to achieve, yet it was firmly in place. This was seen by employees at all levels to bring significant benefits to everyone, including themselves, in terms of safety and the certainty and comfort of knowing how and what to do at work.