Lift Truck Center TLM and ASEC Practices

We’re proud to have been selected by Toyota for a feature article, and we’re excited to share their perspective on Lift Truck Center. A big thank you to our Missouri Operations Manager, Sabrina, for working alongside Toyota to make this possible. This blog highlights best practices in our dealership, focusing on how we put Toyota principles and lean management into action in our everyday operations. To help clarify some of the industry terms used in this article, we’ve provided definitions of key terms below.

Key Terms:

• TLM (Toyota Lean Management): A system of continuous improvement that helps businesses eliminate waste, streamline processes, and create more value for customers.
• ASEC (After Sales Service Evaluation & Certification): A rigorous Toyota certification measuring operational excellence. Dealerships must meet all 22 required standards and score 90% or higher overall, proving top-level service and performance.

While these practices come from Toyota, they aren’t exclusive to the material handling industry. The principles of lean management and operational excellence can be applied in any organization. As you read, think about how some of these strategies could be adapted to your business to strengthen efficiency and performance. We’re proud to share the following article written by Toyota.

Lift Truck Center TLM and ASEC Practices

When Toyota dealers embrace the Toyota Way of Working, the gains show up in throughput, margins, customer loyalty, and in the energy that keeps associates excited about coming to work. Lift Truck Center (LTC), in Springfield, Missouri, offers an impressive case study. Over the last twelve months, Operations Manager, Sabrina Huett, and her team have woven Toyota Lean Management (TLM) and After‑Sales Service Evaluation & Certification (ASEC) practices into daily routines, facility design, and even community outreach. The result is a dealership that moves faster, wastes less, and gives back more.

Sabrina’s Toyota Way of Working journey began with a pair of back-to-back programs in Columbus, IN: TLM Lean Champion training in June 2024, followed a month later by ASEC Champion training. Those sessions taught Sabrina how to map value streams, surface hidden waste, and create shop layouts that flex with demand. Additional touch points provided to Sabrina include Toyota Week, a regional parts seminar, plus monthly virtual coaching with Toyota’s Scott Martin, who kept the concepts fresh and the momentum high. LTC also hosted an on-site TLM Basics Training for Parts Managers, Service Dispatchers, Field Service Team Leaders, Marketing team members, and New Equipment Managers, and Aftermarket Salespeople in April 2025.

Springfield’s flagship branch showcased the earliest tangible win: by adopting the “dashed‑line” bay concept introduced at ASEC training, the shop tripled capacity from eight to twenty-four work bays without expanding square footage. A similar design mindset accompanied the build-out of a new Joplin branch, which earned its ASEC certification in June 2025, less than a year after opening. LTC’s Wichita Branch expansion and remodel is still under construction, but already has its ASEC documentation drafted, so the evaluation can start as soon as the first truck rolls in.

Inside the shops, every critical process now has visual control. A Sustainment 5S board anchors daily audits, production and flow maps make bottlenecks impossible to ignore, and a Weak‑Point Management cycle creates 90-day sprints for issues such as parts availability and stock‑to‑critical ratios. Front‑line technicians own metrics like Repair Same Day (RSD) and first‑pass quality; a bright colored “forklift hat” signals when a unit has cleared final inspection or needs further attention.  These are just a few examples that have been put in place at LTC by Sabrina and her teams.

Lean practices took root quickly because leadership made them part of the employee experience. New hires receive TLM and ASEC orientation during onboarding.  Employee recognition is a vital part of LTC’s culture, recognizing excellence through programs like LTC Bucks, redeemable in their company gear store, and their year-end employee recognition program, where winners earn monetary rewards and a custom award marker that directly links their achievements to Kaizen and 5S participation. LTC values not only their team members but also their families. To show their appreciation, they host several family-focused events throughout the year, offering dinner and fun activities to thank them for their continued dedication and support. LTC is committed to making a positive impact by seeking out meaningful opportunities to give back through volunteer efforts, lift truck donations, reduced service rates, and active involvement with local organizations such as Convoy of Hope, Kids Across America, Foster Adopt Connect, and DOCO Inc. These efforts reflect the Toyota principle of respect for people by making a positive impact on the community.

Although LTC keeps financial details private, management confirms measurable gains have been seen in areas like an increase in shop throughput, technician productivity hours have climbed, and customer retention metrics have improved thanks to higher first‑pass fix rates and faster turnaround on planned maintenance. A growing marketing team is leveraging that momentum with new videos, fresh van‑wrap designs, and a fleet‑maintenance re‑branding campaign launching this summer.

What Other Dealers Can Do Next

• Start with a cross-functional pair. Sending a technician and parts lead to Lean and ASEC training captures different perspectives on waste while fostering shared ownership of solutions.
• Prototype on paper. LTC’s flow mapping saved weeks of rework by testing ideas before moving a single workbench.
• Celebrate wins and make them visible. Celebrate every improvement from an RSD sticker to public recognition to building lasting enthusiasm.
• Keep the coach close. Schedule monthly check-ins with a Toyota Lean coach to sustain energy and prevent back‑sliding. 

“At Lift Truck Center, we’re committed to our TLM and ASEC journey,” says Sabrina Huett. “We’re proud of our team and everything they’ve accomplished along the way. Their success shows that with the right focus and teamwork, any dealer in the network can achieve these results. We believe in and live the Kaizen spirit by always looking for ways to improve, challenge ourselves, and raise the bar.” The invitation is open: visit the Toyota Lean Management resource center, download the TLM Basics outline, and contact your Aftermarket District Manager or your Dealer Development Manager to schedule a Gemba assessment. As LTC’s story shows, shared learning and disciplined execution create opportunities for every dealer in the network.