How Toyota Turns Workers Into Problem Solvers, Sarah Jane Johnston interview of Steven Spear.
The main difficulty is not a knowledge gap, but a performance gap. Most of what Toyota does has been published in numerous books (The Toyota Way, The Machine That Changed the World...) and articles (see see Curious Cat links to books and articles on Toyota's management ideas). Reading that information is wise, but that is the easy part. The difficult part is actually managing more effectively. Some of the concepts can be difficult to accept but they really are not too difficult to understand.
This idea is simple. Creating an environment where this is actual the way things are, not just the way things are said to be, is difficult. That is why I believe so strongly in Deming's management philosophy. The organization must be viewed as a whole. Benefits can be gained by adopting some concepts in a piecemeal manner. However, many benefits accrue only when the positive interactions between Toyota Production System (TPS - Lean) concepts occur (as systems thinking would predict).