The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer

by Jeffrey Liker

Paper Book, 2004



Call number

IBMC Library - TL 278 L54 2004


New York : McGraw-Hill


0071392319 / 9780071392310




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: Eliminating wasted time and resources Building quality into workplace systems Finding low-cost but reliable alternatives to expensive new technology Producing in small quantities Turning every employee into a qualitycontrol inspector… (more)

Local notes

Part one. The world-class power of the Toyota Way
Part two. The business principles of the Toyota Way
Section I. Long-term philosophy
Section II. The right process will produce the right results
Section III. Add value to the organization by developing your people and partners
Section IV. Continuously solving root problems drives organizational learning
Part three. Applying the Toyota Way in your organization.The Toyota Way: using operational
excellence as a strategic weapon
How Toyota became the world's best manufacturer
The heart of the Toyota production system: eliminating waste
The 14 principles of the Toyota Way
The Toyota Way in action: the "no compromises" development of Lexus
The Toyota Way in action: new century, new fuel, new design process: Prius
Principle 1: Base your management decisions on a long-term philosophy
Principle 2: Create continuous process flow to bring problems to the surface
Principle 3: Use "pull" systems to avoid overproduction
Principle 4: Level out the workload (heijunka)
Principle 5: Build a culture of stopping to fix problems, to get quality right the first time
Principle 6: Standardized tasks are the foundation for continuous improvement and employee
Principle 7: Use visual control so no problems are hidden
Principle 8: Use only reliable, thoroughly tested technology that serves
Principle 9: Grow leaders who thoroughly understand the work, live the philosophy, and teach it
to others
Principle 10: Develop exceptional people and teams who follow your company's philosophy
Principle 11: Respect your extended network of partners and suppliers by challenging them and
helping them improve
Principle 12: Go and see for yourself to thoroughly understand the situation (genchi genbutsu)
Principle 13: Make decisions slowly by consensus, thoroughly considering all options; implement
Principle 14: Become a learning organization through relentless reflection (hansei) and
continuous improvement (kaizen)
Using the Toyota Way to transform technical and service organizations
Build your own lean learning enterprise, borrowing from the Toyota Way.
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