The Toyota Way 14 Management Principles from

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 Wayis 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

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.

Foreword
Preface
Acknowledgments
The World-Class Power of the Toyota Way	p. 1
The Toyota Way: Using Operational Excellence as a Strategic Weapon	p. 3
How Toyota Became the World's Best Manufacturer: The Story of the Toyoda Family and the Toyota Production System	p. 15
The Heart of the Toyota Production System: Eliminating Waste	p. 27
The 14 Principles of the Toyota Way: An Executive Summary of the Culture Behind TPS	p. 35
The Toyota Way in Action: The "No Compromises" Development of Lexus	p. 42
The Toyota Way in Action: New Century, New Fuel, New Design Process - Prius	p. 51
The Business Principles of the Toyota Way	p. 67
Principle 1: Base Your Management Decisions on a Long-Term Philosophy, Even at the Expense of Short-Term Financial Goals	p. 71
Principle 2: Create Continuous Process Flow to Bring Problems to the Surface	p. 87
Principle 3: Use "Pull" Systems to Avoid Overproduction	p. 104
Principle 4: Level Out the Workload (Heijunka)	p. 113
Principle 5: Build a Culture of Stopping to Fix Problems, to Get Quality Right the First Time	p. 128
Principle 6: Standardized Tasks Are the Foundation for Continuous Improvement and Employee Empowerment	p. 140
Principle 7: Use Visual Control So No Problems Are Hidden	p. 149
Principle 8: Use Only Reliable, Thoroughly Tested Technology That Serves Your People and Processes	p. 159
Principle 9: Grow Leaders Who Thoroughly Understand the Work, Live the Philosophy, and Teach It to Others	p. 171
Principle 10: Develop Exceptional People and Teams Who Follow Your Company's Philosophy	p. 184
Principle 11: Respect Your Extended Network of Partners and Suppliers by Challenging Them and Helping Them Improve	p. 199
Principle 12: Go and See for Yourself to Thoroughly Understand the Situation (Genchi Genbutsu)	p. 223
Principle 13: Make Decisions Slowly by Consensus, Thoroughly Considering All Options; Implement Decisions Rapidly (Nemawashi)	p. 237
Principle 14: Become a Learning Organization Through Relentless Reflection (Hansei) and Continuous Improvement (Kaizen)	p. 250
Applying the Toyota Way in Your Organization	p. 267
Using the Toyota Way to Transform Technical and Service Organizations	p. 269
Build Your Own Lean Learning Enterprise, Borrowing from the Toyota Way	p. 289
Bibliography/Chapter References	p. 311
Recommended for Further Reading	p. 317
Index	p. 319
Table of Contents provided by Blackwell. All Rights Reserved.

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

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