The Toyota Way - 14 Management Principles from the World's Greatest Manufacturer [Mcgraw Hill 2004]

Topics: Toyota, Toyota Production System, Lean manufacturing Pages: 374 (135650 words) Published: August 7, 2013
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The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer by Jeffrey K. Liker ISBN:0071392319 McGraw-Hill © 2004 (352 pages) This book explains the management principles and business philosophy behind Toyota's worldwide reputation for quality and reliability. It also shows managers in every industry how to improve business processes.

Table of Contents The Toyota Way 14 Management Principles from the World s Greatest Manufacturer Preface Part One - The World-Class Power of the Toyota Way Ch apt The Toyota Way: Using Operational Excellence as a Strategic er Weapon 1 Ch apt How Toyota Became the World s Best Manufacturer: The Story er of the Toyoda Family and the Toyota Production System 2 Ch apt - The Heart of the Toyota Production System: Eliminating Waste er 3 Ch apt The 14 Principles of the Toyota Way: An Executive Summary of er the Culture Behind TPS 4 Ch apt The Toyota Way in Action: The No Compromises Development er of Lexus 5 Ch apt The Toyota Way in Action: New Century, New Fuel, New Design er Process Prius 6 Part Two - The Business Principles of the Toyota Way Se cti - Long-Term Philosophy on I

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Ch apt er 7 Se cti on II Ch apt er 8 Ch apt er 9 Ch apt er 10 Ch apt er 11 Ch apt er 12 Ch apt er 13 Ch apt er 14 Se cti on III Ch apt er 15 Ch apt er 16

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Principle 1: Base Your Management Decisions on a Long-Term Philosophy, Even at the Expense of Short-Term Financial Goals

- The Right Process Will Produce the Right Results

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Principle 2: Create Continuous Process Flow to Bring Problems to the Surface

- Principle 3: Use Pull Systems to Avoid Overproduction

- Principle 4: Level Out the Workload (Heijunka )

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Principle 5: Build a Culture of Stopping to Fix Problems, to Get Quality Right the First Time

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Principle 6: Standardized Tasks Are the Foundation for Continuous Improvement and Employee Empowerment

- Principle 7: Use Visual Control So No Problems Are Hidden

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Principle 8: Use Only Reliable, Thoroughly Tested Technology That Serves Your People and Processes

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Add Value to the Organization by Developing Your People and Partners

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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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Ch apt Principle 11: Respect Your Extended Network of Partners and er Suppliers by Challenging Them and Helping Them Improve 17 Se cti Continuously Solving Root Problems Drives Organizational on Learning IV Ch apt Principle 12: Go and See for Yourself to Thoroughly Understand er the Situation (Genchi Genbutsu ) 18 Ch apt Principle 13: Make Decisions Slowly by Consensus,Thoroughly er Considering All Options; Implement Rapidly (Nemawashi ) 19 Ch apt Principle 14: Become a Learning Organization Through Relentless er Reflection (Hansei ) and Continuous Improvement (Kaizen ) 20 Part Three - Applying the Toyota Way in Your Organization Ch apt Using the Toyota Way to Transform Technical and Service er Organizations 21 Ch apt Build Your Own Lean Learning Enterprise, Borrowing from the er Toyota Way 22 Bibliography/Chapter References Recommended for Further Reading Index List of Figures List of Sidebars

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Back Cover

What Can Your Business Learn From Toyota? • • • • Double or triple the speed of any business process Build quality into workplace systems Eliminate the huge costs of hidden waste Turn every employee into a quality control inspector

With a market capitalization greater than the value of General Motors, Ford, and Chrysler combined, Toyota is also, (by far), the world s most profitable...

References: Preface Liker, Jeffrey K. (Ed.). Becoming Lean: Inside Stories of U.S. Manufacturers. Portland, OR: Productivity Press, 1997.
Chapter 1 Ohno, Taiichi. Toyota Production System: Beyond Large-Scale Production. Portland, OR: Productivity Press, 1988.
Womack, James P., and Daniel T. Jones. Lean Thinking: Banish Waste and Create Wealth in Your Corporation. New York: Simon & Schuster, 1996.
Womack, James P., Daniel T. Jones, and Daniel Roos. The Machine That Changed the World: The Story of Lean Production. New York: HarperPerennial, 1991.
Reingold, Edwin. Toyota: People, Ideas, and the Challenge of the New. London: Penguin Books, 1999.
Brothers, 1860. Published as Self-Help (Peter W. Sinnema, editor). New York: Oxford University Press, 2002.
Toyoda, Eiji. Toyota: Fifty Years in Motion. Tokyo: Kodansha International, 1987.
Womack, James P., and Daniel T. Jones. Lean Thinking: Banish Waste and Create Wealth in Your Corporation. New York: Simon & Schuster, 1996.
Womack, James P., Daniel T. Jones, and Daniel Roos. The Machine That Changed the World: The Story of Lean Production. New York: HarperPerennial, 1991.
Chapter 3 Womack, James P., and Daniel T. Jones. Lean Thinking: Banish Waste and Create Wealth in Your Corporation. New York: Simon & Schuster, 1996.
Chapter 5 Reingold, Edwin. Toyota: People, Ideas, and the Challenge of the New. London: Penguin Books, 1999.
Chapter 6 Itazaki, Hideshi. The Prius That Shook the World: How Toyota Developed the World s First Mass-Production Hybrid Vehicle. Translated by A. Yamada and M. Ishidawa. Tokyo: The Kikkan Kogyo Shimbun, Ltd., 1999.
Chapter 7 Cusumano, Michael A. The Japanese Automobile Industry: Technology and Management at Nissan and Toyota . Cambridge, MA: Council on East Asian Studies/Harvard University Press, 1985.
Shook, John. Presentation at 8th Annual Lean Manufacturing Conference, University of Michigan, Dearborn, May 6-8, 2002.
Emiliani, Bob, David Stec, Lawrence Grasso, and James Stodder. Better Thinking, Better Results: Using the Power of Lean as a Total Business Solution. Kensington, CT: Center for Lean Business Management, 2002.
Ohno, Taiichi. Toyota Production System: Beyond Large-Scale Production. Portland, OR: Productivity Press, 1988.
Chapter 9 Rother, Mike, and John Shook. Learning to See: Value Stream Mapping to Add Value and Eliminate Muda. Brookline, MA: Lean Enterprises Institute, Inc., 1999.
Chapter 10 Ohno, Taiichi. Toyota Production System: Beyond Large-Scale Production. Portland, OR: Productivity Press, 1988.
Chapter 12 Adler, Paul S. Building Better Bureaucracies. Academy of Management Executive, 13, 1999, pp. 36-49.
Burns, Tom, and George M. Stalker. The Management of Innovation. New York: Oxford University Press, 1994.
Imai, Masaaki. Kaizen: The Key to Japan s Competitive Success. New York: McGraw-Hill, 1986.
Ohno, Taiichi. Toyota Production System: Beyond Large-Scale Production. Portland, OR: Productivity Press, 1988.
Taylor, Frederick W. Scientific Management. New York: Harper & Row, 1911. Reprint Edition. New York: Harper and Brothers, 1947.
Chapter 13 Hirano, Hiroyuki. 5 Pillars of the Visual Workplace: The Sourcebook for 5S Implementation. Translated by Bruce Talbot. Portland, OR: Productivity Press, 1995.
Liker, Jeffrey K. (Ed.). Becoming Lean: Inside Stories of U.S. Manufacturers. Portland, OR: Productivity Press, 1997.
Chapter 14 Bolles, Richard Nelson. What Color Is Your Parachute? A Practical Manual for Job-Hunters and Career-Changers. Revised edition. Berkeley, CA: Ten Speed Press, 2003.
Toyoda, Eiji. Creativity, Challenge and Courage, Toyota Motor Corporation, 1983
Chapter 15 Clark, Kim B., and Takahiro Fujimoto
Cusumano, Michael A., and Kentaro Nobeoka. Thinking Beyond Lean: How Multi-Project Management Is Transforming Product Development at Toyota and Other Companies. New York: Free Press, 1998.
Womack, James P., Daniel T. Jones, and Daniel Roos. The Machine That Changed the World: The Story of Lean Production. New York: HarperPerennial, 1991.
Chapter 16 Blanchard, Ken, Donald Carew, and Eunice Parisi-Carew. The One Minute Manager Builds High Performing Teams. Revised edition. New York: William Morrow, 2000.
Dyer, Jeffrey H. Collaborative Advantage: Winning Through Extended Enterprise Supplier Networks. New York: Oxford University Press, 2000.
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