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

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

  • Downloads：9891
  • Type：Epub+TxT+PDF+Mobi
  • Create Date：2021-04-08 11:58:47
  • Update Date：2025-09-06
  • Status：finish
  • Author：Jeffrey K. Liker
  • ISBN：1260468518
  • Environment：PC/Android/iPhone/iPad/Kindle
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Summary

The bestselling guide to Toyota's legendary philosophy and production system--updated with important new frameworks for driving innovation and quality in your business

One of the most impactful business guides published in the 21st Century， The Toyota Way played an outsized role in launching the continuous-improvement movement that continues unabated today。

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
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。

With The Toyota Way， you have an inspiration and a model of how to set a direction， continuously improve and learn at all levels， continually flow value to satisfy customers， improve your leadership， and get quality right the first time。

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Reviews

Greg ，

Having worked for a major automotive company for a number of years， it's neat to see the origin of some of the specific principles implemented into the manufacturing process。 The principles in this book are no longer unique to Toyota - all automotive companies do things this way today and so do manufacturers of many other products。The book is geared heavily towards the manufacturing process and completely neglects the engineering and design side of the equation -which I would have found more int Having worked for a major automotive company for a number of years， it's neat to see the origin of some of the specific principles implemented into the manufacturing process。 The principles in this book are no longer unique to Toyota - all automotive companies do things this way today and so do manufacturers of many other products。The book is geared heavily towards the manufacturing process and completely neglects the engineering and design side of the equation -which I would have found more interesting。 For industrial engineers and plant management folks， this book will be great。Perhaps the biggest drawback of Liker's discussion is the lack of comparison to other companies。 How do others do things？ What are the weaknesses of the Toyota way？ 。。。more

Ronaldo Ferreira ，

Efficiency。

Regin Horan ，

Information dense but incredibly rich guide to being a more efficient and involved business leader

Victoria Kotwica ，

Honestly super informative and felt so relevant to the work I'm doing Honestly super informative and felt so relevant to the work I'm doing 。。。more

Daniel ，

I have no doubt， it is the best TPS or Lean Manufacturing book I`ve ever read。 It has several examples of how Toyota， which is the founding father of this movement， save time， effort and errors。。。 I highly recommend it。 Even if you are Spanish （like me） you could easily understand it。 I have no doubt， it is the best TPS or Lean Manufacturing book I`ve ever read。 It has several examples of how Toyota， which is the founding father of this movement， save time， effort and errors。。。 I highly recommend it。 Even if you are Spanish （like me） you could easily understand it。 。。。more

Manu Datta ，

The book covers lean improvement journeys of many organisations。 It is more of a journal by the Lean implementers/counsultants。 You cannot learn about the Toyota way of solving problems or improving processes from this book。 However， there are a few key themes that you can pick up for making improvements at the workplace， Change management， etc

Josh ，

Use visual control so no problems are hidden。。。 indeed！

Francescob80 ，

Il libro "Toyota Way: i 14 principi per la rinascita del sistema industriale italiano" è senza dubbio un libro molto interessante perchè affronta il tema della Lean Management da un punto di vista pratico。 E' un libro che imprenditori e managers che si occupano di Operations ed in particolare di Produzione devono assolutamente leggere non solo per la chiarezza espositiva dell'autore ma anche per utilizzare i principi Lean applicati alle proprie realtà industriali。 Il libro "Toyota Way: i 14 principi per la rinascita del sistema industriale italiano" è senza dubbio un libro molto interessante perchè affronta il tema della Lean Management da un punto di vista pratico。 E' un libro che imprenditori e managers che si occupano di Operations ed in particolare di Produzione devono assolutamente leggere non solo per la chiarezza espositiva dell'autore ma anche per utilizzare i principi Lean applicati alle proprie realtà industriali。 。。。more

Rob Mcfall ，

Good high level view of the leadership models at Toyota。 They are obviously doing some things right and they are very different from most western leadership models。

Olga Arjanowa ，

This book is really hard to read。 Despite there are many practical advice and examples， the theory part overweights and makes it super-difficult to read。 Good for people who deal with manufacturing， but for simple getting the notion it’s too much。

Harsh ，

The book is a good guide of management principles and doing things The Toyota Way。 It mostly teaches you the principles which are common practice everywhere in most industries。 When it comes to teaching the things that are eccentric to Toyota principles， it's there where it crosses the line and becomes way too preachy。 Throughout the book， it feels like that the only good and right way to accomplish something is to do it The Toyota Way。 The book is a good guide of management principles and doing things The Toyota Way。 It mostly teaches you the principles which are common practice everywhere in most industries。 When it comes to teaching the things that are eccentric to Toyota principles， it's there where it crosses the line and becomes way too preachy。 Throughout the book， it feels like that the only good and right way to accomplish something is to do it The Toyota Way。 。。。more

Tri Tiadi ，

I was starting a career in a Japanese manufacturing company。 this book really helps me to the easy way to understand what's going on in the production process。 Also， help me to build the ideal culture in the production teamThe book is awesome at giving a basic explanation of the following TPS practices: just-in-time production， kanban， elimination of waste （Muda）， continuous improvement （kaizen）， reflection （Hansei）， creating a learning organization， focusing on the value-stream of production/se I was starting a career in a Japanese manufacturing company。 this book really helps me to the easy way to understand what's going on in the production process。 Also， help me to build the ideal culture in the production teamThe book is awesome at giving a basic explanation of the following TPS practices: just-in-time production， kanban， elimination of waste （Muda）， continuous improvement （kaizen）， reflection （Hansei）， creating a learning organization， focusing on the value-stream of production/service， experiencing the facts at the source （Genchi Genbutsu）， leveling out the workload （Heijunka） and takt-timing， creating a system which stops whenever it encounters a problem and proceeds to resolve it before continuing （jidoka）， standardizing work， using manual visual feedback rather than complicated tech， adopting technology slowly and only after thorough testing， making decisions slowly and by consensus and then implementing quickly， creating and supporting teams rather than individuals， supporting and growing your extended network of suppliers / partners， sacrificing short-term gains for your long-term objectives and company philosophy。 。。。more

Sam Scott ，

I liked this book， but wasn't what I was looking for。 Its a long， dry read and is hard to relate to anything outside of manufacturing。 I am a fan of lean， but this didn't give me much for takeaways relative to time invested。 I liked this book， but wasn't what I was looking for。 Its a long， dry read and is hard to relate to anything outside of manufacturing。 I am a fan of lean， but this didn't give me much for takeaways relative to time invested。 。。。more

Tony Martinez ，

TPS is always a good read， always learning， and that is the key; constant improvement。

Jennifer Westberg ，

I started this book when I first started my current job & finally got serious about reading it 3 years later 。。。

Jon ，

Overall this is a helpful book for anyone interested in lean process。 It is a bit of a slog though。 He belabors a out of his points。 I have a hard time believing they this book shouldn’t be 1/3 to 1/2 shorter than it is。

Henry ，

- In essence， the Toyota way is the extreme flexibility to solve the problem （rather than a hierarchy model）: focus on the efficiency improvement from the moment customer orders to customer paying。- Lots of improvement would seem counterintuitive in a traditional sense - that's because people are molded in group think。 It's important to step out of it （or switch to a new industry to get rid of pre-existing notions of your old industry） - When the Toyota team first visited American， they quickly - In essence， the Toyota way is the extreme flexibility to solve the problem （rather than a hierarchy model）: focus on the efficiency improvement from the moment customer orders to customer paying。- Lots of improvement would seem counterintuitive in a traditional sense - that's because people are molded in group think。 It's important to step out of it （or switch to a new industry to get rid of pre-existing notions of your old industry） - When the Toyota team first visited American， they quickly saw the inefficiencies of the factory， not the efficiencies: again， its important to step outside to know what's going on inside- Execution is often more important than idea。 The Toyota way is in essence very much of a Henry Ford way， just executed much better - Details are very important。 Before moving into bigger projects， make sure you have nailed the detail to extreme - only then you can scale much more efficiently （scale then work on detail doesn't work - like Ford's experience even to this date）- Customer isn't only limited to your end customer， internal customer （employees） also needs to be in the equation in order to have the best productivity- Kaizen: constantly seek and work on small improvements - no matter how small - in order to reach more perfection- When thinking about business， it's important to think from the customer's perspectives first， then work backwards。 By focusing on this， one could allocate the most energy on the important parts， and limit energy on not so important （or even unnecessary） parts- Never trust conventional， intuitive thinking just because of they're common。 Question everything - is maintance really necessary？ Do we always need to over supply etc- When problem arise， fix then immediately rather than waiting for others to find a magical cure- Recognition of team work is very important。 You can't let workers feel like they're independent of each other and won't have to take individual responsibility for problems- People are key。 TPS rely heavily on bottom employees finding problem and finding cure。 That's very important。 A bottom up structure is vastly more superior than a pyramid structure- Keep working on minimizing waste - either material or personal waste。 Even if they look absurd on the outset， little by little adds up very fast- Condense reports to 1 page maximum。 Never try to burden communication- Avoid hiring leaders from the outside - they won't understand your company culture。 Instead， train your internal employees to become leaders of tomorrow- Focus on your supplier as well。 They success is also yours （Kroc also repeated the same idea in his McDonald book）- Focus on the reality on the ground - conduct research yourself， never rely on secondary sources- Take time to decide - don't make decision too quickly。 Gather as much information as possible and decide the most optimal way for all。 And once decision is made， implement it quickly- Standardize process， avoid changing the process completely every time a new leadership appears- Set a goal （car needs to be quieter）， then brainstorm ways to accomplish it: often times the solution isn't conventional wisdom （heavier car with more isolation） rather a smart innovation （quieter engine） - never rely on conventional wisdom blindly - Make one small improvement day by day， and eventually there'd be a big improvement overall （echoed by Henry Ford a century ago）- The most scary time isn't when you're not successful， rather it's when you are successful。 Success can blind you in competency （Ford Motors Company is a great example）。 Thus， during a great success， it's vital to find a new challenge to stay grounded - Company needs to change， constantly。 Thus it's important to find a person or next product that would revolutionize yourself - its far better for you to be your biggest competitor than someone else to be- Focus on the long term vision， avoid getting trapped in short term vision 。。。more

Tung Duong ，

The master of car manufacturing， the biggest advancement in production methodology since Henry Ford which is called lean manufacturing。 Also the working principles and cultural effects of Japan that makes Toyota successful in a global scale。

Jorge Luis ，

Un buen comienzo

Laurence ，

I came to this from the agile world of software production as it always get referenced here and there。 It is a great solid foundation to see where agile and servant leadership ideas started。Software， manufacturing or other businesses would gain from reading about their principles and ideas on leadership that challenge traditional management。

Pankaj Wagh ，

This is one of the most important books for management students。 It gives you a complete idea about Toyota and how it became the Greatest car Manufacturer。

Elvin Hajiyev ，

A perfect book for those who want to learn about lean production， efficiency in plant management and management in general。

Adi Furca ，

Long-Term Philosophy1。 Base Your Management Decisions on a Long-Term Philosophy， Even at the Expense of Short-Term Financial GoalsThe Right Process Will Produce the Right Results2。 Create Continuous Process Flow to Bring Problems to the Surface3。 Use Pull Systems to Avoid Overproduction4。 Level Out the Workload （Heijunka）5。 Build a Culture of Stopping to Fix Problems， to Get Quality Right the First Time6。 Standardized Tasks Are the Foundation for Continuous Improvement and Employee Empowerment7。 Long-Term Philosophy1。 Base Your Management Decisions on a Long-Term Philosophy， Even at the Expense of Short-Term Financial GoalsThe Right Process Will Produce the Right Results2。 Create Continuous Process Flow to Bring Problems to the Surface3。 Use Pull Systems to Avoid Overproduction4。 Level Out the Workload （Heijunka）5。 Build a Culture of Stopping to Fix Problems， to Get Quality Right the First Time6。 Standardized Tasks Are the Foundation for Continuous Improvement and Employee Empowerment7。 Use Visual Control So No Problems Are Hidden8。 Use Only Reliable， Thoroughly Tested Technology That Serves Your People and ProcessesAdd Value to the Organization by Developing Your People and Partners9。 Grow Leaders Who Thoroughly Understand the Work， Live the Philosophy， and Teach It to Others10。 Develop Exceptional People and Teams Who Follow Your Company s Philosophy11。 Respect Your Extended Network of Partners and Suppliers by Challenging Them and Helping Them ImproveContinuously Solving Root Problems Drives Organizational Learning12。 Go and See for Yourself to Thoroughly Understand the Situation （Genchi Genbutsu）13。 Make Decisions Slowly by Consensus， Thoroughly Considering All Options; Implement Rapidly （Nemawashi）14。 Become a Learning Organization Through Relentless Reflection （Hansei） and Continuous Improvement （Kaizen） 。。。more

Peter Graef ，

In depth explanation of the TPS system， Toyota's Production System。 You will have a general idea but it will be useful， your journey starts here bit the book is only the first couple steps in the real knowledge needed。 Useful to understand mindset but your not going to get it and if expecting to be an expert you are years away。 You will notice various chances at improvement in process， culture， and education。 If I was a college professor it would be required reading in my course。 In depth explanation of the TPS system， Toyota's Production System。 You will have a general idea but it will be useful， your journey starts here bit the book is only the first couple steps in the real knowledge needed。 Useful to understand mindset but your not going to get it and if expecting to be an expert you are years away。 You will notice various chances at improvement in process， culture， and education。 If I was a college professor it would be required reading in my course。 。。。more

iamKovy ，

Если ваша мама в детстве говорила вам "Тише едешь - дальше будешь"， отчасти философия Тойота уже вам знакома。Назвать её универсальным рецептом успеха для любой компании нельзя。 Как и любая схема/система， ВСТ бесспорно работает， но не для всех и не всегда。 Важен контекст и вас， и вашей команды， и рынка и т。д。 Некоторые компании， которыми Лайкер восхищался на момент написания книги， в 2020 уже давно банкроты。 Это не делает ВСТ шарлатанством。 Это просто инструмент， который подходит не для все задач Если ваша мама в детстве говорила вам "Тише едешь - дальше будешь"， отчасти философия Тойота уже вам знакома。Назвать её универсальным рецептом успеха для любой компании нельзя。 Как и любая схема/система， ВСТ бесспорно работает， но не для всех и не всегда。 Важен контекст и вас， и вашей команды， и рынка и т。д。 Некоторые компании， которыми Лайкер восхищался на момент написания книги， в 2020 уже давно банкроты。 Это не делает ВСТ шарлатанством。 Это просто инструмент， который подходит не для все задач и которым нужно учиться пользоваться， и который ничего вам не гарантирует。В целом， очень хорошое интро в подход постоянного улучшения。 Если ваше тотемное бизнес-животное - стабильная черепаха， а не невротичный джек-рассел， вам понравится и пригодится。 。。。more

Gil Bradshaw ，

I read these books for breakfast and I had a hard time getting through this one--even though it is short。 It's well-written and succinct。 Just kinda boring。 I read these books for breakfast and I had a hard time getting through this one--even though it is short。 It's well-written and succinct。 Just kinda boring。 。。。more

Phanindra ，

One of the simplest books to read and understand LEAN

Christy O'Kane ，

Worth reading。 A bit propagandised & dated at times， but a lot of interesting pieces towards the end。

Kevin Rizzo ，

You might find this useful depending on how your organization works。 The Toyota principles make some good points around empowering employees， but not to the extent that they don’t have strong leadership。 However， if you work in software I would be careful about implementing some of the lean philosophies talked about in the last chapter。 It tends to promote a waterfall model which most companies are trying to avoid。 I would pay closer attention to the points around getting stakeholders involved i You might find this useful depending on how your organization works。 The Toyota principles make some good points around empowering employees， but not to the extent that they don’t have strong leadership。 However， if you work in software I would be careful about implementing some of the lean philosophies talked about in the last chapter。 It tends to promote a waterfall model which most companies are trying to avoid。 I would pay closer attention to the points around getting stakeholders involved in a project as early as possible for rapid feedback。 。。。more

Marcin Golenia ，

The title harms the book！ It's not 14 Management Principles its whole Philosophy。 I am still amazed at how well this philosophy suits different industries （mine is software development）。 I just feel that scrum is just stupid compared to this。。。 It's like an old iterative SDLC with few practices from Toyota Production System。 This is a must-read for every EU/US guy working in industry that "creates stuff"。 The title harms the book！ It's not 14 Management Principles its whole Philosophy。 I am still amazed at how well this philosophy suits different industries （mine is software development）。 I just feel that scrum is just stupid compared to this。。。 It's like an old iterative SDLC with few practices from Toyota Production System。 This is a must-read for every EU/US guy working in industry that "creates stuff"。 。。。more

Reference

google book https://www.google.com/search?tbm=bks&q=The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer

hathitrust digital library https://babel.hathitrust.org/cgi/ls?q1=The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer&field1=ocr&a=srchls&ft=ft&lmt=ft

The British Library https://bll01.primo.exlibrisgroup.com/discovery/search?query=any,contains,The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer&tab=LibraryCatalog&search_scope=Not_BL_Suppress&vid=44BL_INST:BLL01&lang=en&offset=0