(二) One of the keys to the success of Toyota’s lean production and continuing improvement processes is thatthey 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 shouldremain the same but methods for reaching objectives should constantly change: What works today can always beimproved upon. Therefore, a central element of maintaining the same culture at Toyota year after year isencouraging 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 theprocesses 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 peopleto think for themselves and find a better way to do the job, and to take individual ownership.
46. Which of the following is the most appropriate title for the above passage?
(A) Toyota's Employee Loyalty
(B) More Than a Formula
(C) More Formula than Creativity
(D) Employee Management