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Chapters are short giving you the sense that you are moving forward faster. This is a great book. I didn't give it 5 out of 5 because then there is no room for continuous improvement. If you want to really understand the history, the thinking, and the principles of the TPS then you should consider reading this book as your first option. I have read "Lean Thinking" and "The Machine that Changed the World" and those are very good books, but "The Toyota Way" definitely does a great job explaining the Toyota Way principles and their applications. This book is very easy to read and you will not want to stop reading.
For any individual working in an operations oriented field this book can be a valuable tool for learning more about the Toyota Way and Lean manufacturing.
Thanks for the great service. Book seller presented accurate information regarding the condition and quality of the book. Book receipt time was excellent and well within the timeframe given to the purchaser.
How does lean improvement differ from traditional process improvement. The Toyota Way consists of the foundational principles of the Toyota culture, which allows the TPS to function so effectively. It must be practiced every day in a very consistent manner." To understand Toyota's success, therefore, it is important to understand that lean production is not a methodology, it is literally a way of life. The 14 principles are divided into four sections: Having a long-term philosophy that drives a long-term approach to building a learning organization Absolute faith that the right process will produce the right results Adding value to the organization by developing its people and partners Continuously solving root problems to drive organizational learning As Liker points out, it is important to understand that the Toyota Production System is not the Toyota Way. My conclusion.
Possessing a gourmet chef's recipe, however, does not ensure that a gourmet meal will be prepared. Together, they serve as the company's DNA. co-authored by Michael L. Developing an execution plan can be tricky, however, because all business transaction involve a process of some kind and improvement of one process inevitably has a direct impact on several others. That suggestion is worth consideration.
They are provided with brief but precise explanations on Pages 302-307. No good purpose would be served by merely listing the 14 management principles, out of context. TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish. In fact, companies may need to re-invent themselves, not once but several times. In the Preface, he recalls asking Fujio Cho (President of Toyota Motor Company) what was unique about his company's remarkable success. I read this book when it was first published in 2004 and recently re-read it, curious to know how well Jeffrey Liker's explanation of Toyota's management principles and lean production values have held up.
Toyota has its own way. Other suggestions include learning by doing first and training second, using value stream mapping to develop future state visions to help "learn to see," and being opportunistic in identifying opportunities for big financial impacts. What Liker also accomplishes, and what cannot be adequately summarized in a review such as this, is to explain how all 12 principles are interdependent. Other companies must develop theirs based on their own "roots." In other words, lead from their traditional strengths but not be limited by them. For example, overproduction, delays, and wasted motion. Very well.
Presumably Liker agrees with me that most companies have 3-5 areas in which "lean" initiatives are urgently needed. To repeat, anyone can read this book and then uncerstand what the Toyota Way is. Use operational excellence as a strategic weapon and the rewards and results will far outweigh the great effort required. That is what Toyota did.and continues to do. It remains for each person who reads this book to determine which of the 14 management principles are most relevant to her or his own enterprise, and then to determine how to translate each into effective action. Those who share my high regard for this book are urged to check out Liker's Toyota Culture: The Heart and Soul of the Toyota Way as well as Matthew Mays' The Elegant Solution: Toyota's Formula for Mastering Innovation, David Magee's How Toyota Became Toyota: Leadership Lessons from the World's Greatest Car company, and What Is Lean Six Sigma.
It's title is "Build Your Own Lean Learning Enterprise, Borrowing from the Toyota Way." He thinks that will provide an appropriate framework within which to proceed from Gary Convis' Foreword and Liker's Preface to the conclusion of Chapter 21. George, David Rowlands, and Bill Kastle. Here's one possibility, suggested to me by a COO to whom I gave a copy of this book: Read the final chapter, Chapter 22, first. Liker devotes a separate chapter to each, carefully explaining not only what it is but also how it guides and informs everyone at all levels and in all areas of the Toyota organization. That said, Liker does provide 13 "general tips." The first is to begin with action in the technical system and then follow quickly with cultural change. In fact, the ultimate goal of lean manufacturing is to apply the ideal of one-piece flow to all business operations, from product design to launch, order taking, physical production, and shipment."Some of the differences are subtle but no less significant.
His answer was quite simple: "The key to the Toyota Way and what makes Toyota stand out is not any of the individual elements.But what is important is having all the elements together as a system. "Briefly, wheras the traditional approach to process improvement focuses on local efficiencies, in a lean improvement initiatuve, most of the progress comes from a large number of non-value steps being squeezed out.
This is where a company's leadership is key to the success of the lean manufacturing endeavor. As an introduction to the system and the philosophies, this book is excellent.
Most company efforts will collapse due to managment not having the stamina it takes to fully change their plant floor, their material flow and their processes. If you are looking to implement lean manufacturing, you will need more than one book to accomplish the task, and you will need leadership within your organization that is willing to change and embrace a new way.
This is an excellent book to uncover the beautiful simplicity of the Toyota Production System. This book is very good for showing the way, but there is a lot more detail requred to actually implement the system.
With the Toyota Production System, you are never "done" but you continue to look for improvement forever. Although simple is always best, with complicated cars, machines and huge sums of parts, it sometimes is lost in the jungle of the manufacturing floor.
Obviously, the Toyoda family had a long line of brilliant individuals that have not only kept the principles alive, but continued to drive the company to record growth and profits.
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