The Toyota Production System (TPS) has revolutionized the concept and practice of manufacturing operations. Worldwide, thousands of companies have made considerable effort to transplant TPS into their organization, but few of them have been able to sustain the system as a whole within their existing cultures. The purpose of this study is to identify the issues and difficulties associated with embedding TPS within a culturally diverse organisation such as Toyota Motor Corporation of Australia (TMCA). A triangulated methodology has been adopted employing participant observation, personal interviews and document analysis. Using the notion of a discourse community we show how such transplantation can lead to the creation of variant discourses, thus challenging the mainstream rhetoric of convergent understanding within lean manufacturing systems.