Toyota?s continued performance has spurred interest beyond its production systemin the factory to its development process. According to a NCMS report, Toyota?sproduct design process is far more effective than its main competitors and could beup to twice as fast and four times as productive as the norm at other automakers. Indepthstudies of the development process have shown that it differs significantlyfrom current development practices. In this paper, we argue that this process has tobe understood in the light of an overall system, as opposed to piecemealorganizational solutions. We suggest a scaffolding to describe this process,underlying its four broad steps with a platform centre organization, a commitment tolean manufacturing, and an underlying investment in knowledge creation.