(一) One of the keys to the success of Toyota’s lean production and continuing improvement processes is that they are not formulaic to the point that they limit employee innovation. Instead, they are quite the opposite, serving as guides designed to unleash previously untapped employee potential. In Toyota, principles should remain the same but methods for reaching objectives should constantly change: What works today can always be improved upon. Therefore, a central element of maintaining the same culture at Toyota year after year is encouraging employees to find different and new ways of contributing. Many who study Toyota’s way of working are often initially surprised at the lack of specific, step-by-step, how-to instructions. But the Toyota culture is intended to draw upon the creative abilities of employees; if the processes were put into a manual featuring steps 1, 2 and 3，then people would likely follow the steps robotically, doing their job each day precisely the same way they did it the day before. The Toyota system is teaching people to think for themselves and find a better way to do the job, and to take individual ownership.
【題組】43. In Line 3，the underlined phrase “to unleash previously untapped employee potential” implies that
(A) less control over employees，creative doings brings out greater employee contribution
(B) putting employees on a leash is to tap on employees’ unknown abilities
(C) employees have great potential except unleashing themselves
(D) previously employed personnel cannot be unleashed for more contribution
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