The Toyota Way (Second Edition): 14 Management Principles from the World's Greatest Manufacturer
- 17h 36m 23s
- Jeffrey Liker
- Recorded Books, Inc.
- 2021
Multiple Shingo Award-winning management and operations expert Jeffrey K. Liker provides a deep dive into Toyota's world-changing processes, showing how you can learn from it to develop your own improvement program that fits your conditions. Thanks in large part to this book, managers across the globe are creating workforces and systems that produce the highest-quality products and services, establish and retain customer loyalty, and drive business profitability and sustainability. Now, Liker has thoroughly updated his classic guide to include: completely revised data and updated information about Toyota's approach to competitiveness in the new world of mobility and smart technology; illustrative examples from manufacturing and service organizations that have learned and improved from the Toyota Way; a fresh approach to leadership models; the brain science and skills for learning to think scientifically; and how Toyota applies Hoshin Kanri, a planning process that aligns objectives at all levels and marries them to business strategy.
Organized into thematic sections covering the various aspects of the Toyota Way - including "Philosophy", "Processes", "People", and "Problem Solving" - this unparalleled guide details the 14 key principles for building the foundation of a powerful improvement system and managing it for ultimate competitive advantage.
About the Author
Jeffrey K. Liker, Ph.D., author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering at the University of Michigan and coowner of lean consulting firm Optiprise, Inc. His Shingo-Prize winning work has appeared in The Harvard Business Review, Sloan Management Review, and other leading publications.
In this Audiobook
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INTRODUCTION The Toyota Way: Using Operational Excellence as a Strategic Weapon
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Principle 1 - Base Your Management Decisions on Long-Term Systems Thinking, Even at the Expense of Short-Term Financial Goals
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Principle 2 - Connect People and Processes Through Continuous Process Flow to Bring Problems to the Surface
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Principle 3 - Use "Pull" Systems to Avoid Overproduction
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Principle 4 - Level Out the Workload, Like the Tortoise, Not the Hare <Heijunka>
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Principle 5 - Work to Establish Standardized Processes as the Foundation for Continuous Improvement
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Principle 6 - Build a Culture of Stopping to Identify Out-of-Standard Conditions and Build in Quality
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Principle 7 - Use Visual Control to Support People in Decision-Making and Problem Solving
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Principle 8 - Adopt and Adapt Technology That Supports Your People and Processes
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Principle 9 - Grow Leaders Who Thoroughly Understand the Work, Live the Philosophy, and Teach It to Others
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Principle 10 - Develop Exceptional People and Teams Who Follow Your Company's Philosophy
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Principle 11 - Respect Your Value Chain Partners by Challenging Them and Helping Them Improve
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Principle 12 - Observe Deeply and Learn Iteratively <PDCA> to Meet Each Challenge
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Principle 13 - Focus the Improvement Energy of Your People Through Aligned Goals at All Levels
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Principle 14 - Learn Your Way to the Future Through Bold Strategy, Some Large Leaps, and Many Small Steps
