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The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer
The book provides an in-depth look at the management principles and practices of Toyota, one of the world's most successful and innovative manufacturers.
"The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer" is a book written by Jeffrey K. Liker, a professor of industrial and operations engineering at the University of Michigan. The book provides an in-depth look at the management principles and practices of Toyota, one of the world's most successful and innovative manufacturers.
The book is divided into four parts: the first part provides an overview of the Toyota Way, the second part examines the 14 management principles of the Toyota Way, the third part looks at how the Toyota Way is implemented in the company, and the fourth part provides guidance on how to implement the Toyota Way in other organizations.
The book presents the 14 management principles of the Toyota Way as follows:
Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
Create a continuous process flow to bring problems to the surface.
Use "pull" systems to avoid overproduction.
Level out the workload (heijunka).
Build a culture of stopping to fix problems, to get quality right the first time.
Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.
Use visual control so no problems are hidden.
Use only reliable, thoroughly tested technology that serves your people and processes.
Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
Develop exceptional people and teams who follow your company's philosophy.
Respect your extended network of partners and suppliers by challenging them and helping them improve.
Go and see for yourself to thoroughly understand the situation (genchi genbutsu).
Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.
Become a learning organization through relentless reflection and continuous improvement.
The key takeaway from this book is that the Toyota Way is a management philosophy that is based on continuous improvement, respect for people, and a long-term perspective. It is a model that can be adopted by any organization looking to improve their efficiency, quality, and customer satisfaction. The book provides a detailed understanding of the principles and practices of the Toyota Way and how they can be implemented in other organizations.
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