How to speed up business processes, improve quality, and cut costs in any industry
In factories around the world, Toyota consistently makes the highest-quality cars with the fewest defects of any competing manufacturer, while using fewer man-hours, less on-hand inventory, and half the floor space of its competitors. The Toyota Way is the first book for a general audience that explains the management principles and business philosophy behind Toyota's worldwide reputation for quality and reliability.
Complete with profiles of organizations that have successfully adopted Toyota's principles, this book shows managers in every industry how to improve business processes by:
|About the book|
What can your business learn from Toyota?
With a market capitalization greater than the value of General Motors, Ford, and Chrysler combined, Toyota is also, (by far), the world's most profitable automaker. Toyota's secret weapon is Lean production--the revolutionary approach to business processes that it invented in the 1950's and has spent decades perfecting. Today businesses around the world are implementing Toyota's radical system for speeding up processes, reducing waste, and improving quality.
The Toyota Way, explain's Toyota's unique approach to Lean--the 14 management principles and philosophy that drive Toyota's quality and efficiency-obsessed culture. You'll gain valuable insights that can be applied to any organization and any business process, whether in services or manufacturing. Professor Jeffrey Liker has been studying Toyota for twenty years, and was given unprecedented access to Toyota executives, employees and factories, both in Japan and the United States, for this landmark work. The book is full of examples of the 14 fundamental principles at work in the Toyota culture, and how these principles create a culture of continuous learning and improvement. You'll discover how the right combination of long-term philosophy, process, people, and problem solving can transform your organization into a Lean, learning enterprise--the Toyota Way.
|About the author|
Dr. Jeffrey K. Liker is a professor of industrial and operations engineering at the University of Michigan and cofounder and director of the Japan Technology Management Program at the University of Michigan.
|Table of contents|
Foreword By Gary Convis
Part One: The World –Class Power Of The Toyota Way
Chapter 2. How Toyota Became The World’s Best Manufacturer: The Story Of The Toyota Family And The Toyota Production System
Chapter 3. The Heat Of The Toyota Production System: Eliminating Waste
Chapter 4. The 14 Principles Of The Toyota Way: An Executive Summary Of The Culture Behind TPS
Chapter 5. The Toyota Way In Action: The “No Compromises” Development Of Lexus
Chapter 6. The Toyota Way In Action: New Century, New Fuel, New Design Process--Prius
Part Two: The Business Principles Of The Toyota Way
Chapter 7. Principle 1: Base Your Management Decisions On A Long Term Philosophy, Even At The Expense Of Short-Term Financial Goals
Chapter 8. Principle 2: Create Continuous Process Flow To Bring Problems To The Surface
Chapter 9. Principle 3: Use “Pull” Systems To Avoid Overproduction
Chapter 10. Principle 4: Level Out The Workload (Heijunka)
Chapter 11. Principle 5: Build A Culture Of Stopping To Fix Problems, To Get Quality Right The First Time
Chapter 12. Principle 6: Standardized Tasks Are The Foundation For Continuous Improvement And Employee Empowerment
Chapter 13. Principle 7: Use Visual Control Ao No Problems Are Hidden
Chapter 14. Principle 8: Use Only Reliable, Thoroughly Tested Technology That Server People And Processes
Chapter 15. Principle 9: Grow Leaders Who Thoroughly Understand The Work, Live The Philosophy, And Teach It To Others
Chapter 16. Principle 10: Develop Exceptional People And Teams Who Follow Your Company’s Philosophy, And Teach It To Others
Chapter 17. Principle 11: Respect Your Extended Network Of Partners And Suppliers By Challenging Them And Helping Them Improve
Chapter 19. Principle 13: Make Decisions Slowly By Consensus, Thoroughly Considering All Options; Implement Decisions Rapidly
Chapter 20. Principle 14:Become A Learning Organization Through Relentless Reflection (Hansei) And Continuous Improvement (Kaizen)
Part Three: Applying The Toyota Way In Your Organization
Chapter 22. Build Your Own Lean Learning Enterprise, Borrowing From The Toyota Way
Recommended for Further Reading