Michael Porter claims that " operational effectiveness" is not a strategy. Why was operational effectiveness such a focus at Toyota? What are the downsides of "lean manufacturing"?

To read the case
To answer the 2 questions:

(1) What were the drivers of Toyata’s acceleraror crisis? Why was Toyata facing a recall crisis? (This question just need to answer the strategic part.)
Michael Porter claims that ” operational effectiveness” is not a strategy. Why was operational effectiveness such a focus at Toyota? What are the downsides of “lean manufacturing”?

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4. At least 3 pages, double space, APA style

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