The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer
by Jeffrey Liker
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Book Summary Information
Author: Jeffrey LikerEdition: Hardcover
Audio: English (Unknown); English (Original Language); English (Published)
Published: 2003-12-17
ISBN: 0071392319
Number of pages: 330
Publisher: McGraw-Hill
Product features:
- The Toyota Way
- English
- First Edition
- Hardcover
- gelatine plate paper
Book Reviews of The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer
Book Review: Lean Production
Summary: 5 Stars
"I have visited hundreds of companies and taught employees from over one thousand companies. I have compared notes with many of those I have taught. I have also visted a number of the U.S plants that were fortunate to have received assistance from TSSC, which has consistently helped companies achive a level of improvement like "Lean Company X". Unfortunately, I see a persistent trend in the inability of these companies to implement TPS and lean. Over time, the lean production line TSSC sets up degrades rather than improves...There is a "lean production cell" here and a pull system there and the time it takes to changeover a press to a new product has been reduced, but there is where the resemblance to an actual Toyota lean model ends."
Why has American Automotive technology slow to adopt the Toyota Way? Three forces: political protectism, cheap resources, and well established marketing channels. However, as fuel prices continue to escalate, innovative automotive solutions will be rewarded and brand will have less loyality. Toyota claims that their line workers are among the best and brightest minds and their ideas are used to solve problems.
TPS has potential. TPS advocates continual learning through eliminating waste, remove unnecessary labor, to see for yourself and understand the situation, and making decisions slowly by consensus. A circular cycle of gathering information and thinking about the completeness of the problem. All things must be considered in the model. Respect for people: leaders a mentored in the TPS system; TPS challenges employees to develop skills, verbalize ideas and innovations, be loyal to the company, and work in small teams. TPS weakness is that they listen and choose a leader basis on reputation and not merit. A well connected and respect leader has great pull in the organization. A brillant young leader has a difficult time rising to the top without sponsership.
The TPS system is focuses on process and uses a vast number of tools to surface problems. A number of techniques help expose problems, such as, pull systems where the one product at a time is completely built and any error in the process will stop the whole factory. The immediately identification of the problems is brought to the foremost attention of everyone in the plant. TPS process assists external processes, for example after one of the earthquakes, a major parts supplier was offline and Toyota used this supplier exclusive, for parts. Toyota sent 300 engineers to help get the company online.
TPS levels out workload, reduces overtime, and promotes happier employees through empowerment. Tasks are standardized for continueous improvement.
Visual controls are used so problems do not hide, inventory build up, and waste go unnoticed. TPS uses reliable and tested technology. Japan uses four times as many robots as the US. The automated factory has been both a cost saver and a production gainer for Japanese companies. TPS works to establish long term goals. One weakness of TPS long term goal planning is that the consumer never know about it.
In TPS information can use internal and external information given by the consumer; more consumer participation and involvement in the company is encouraged. The phrase "Oh what a feeling, Toyota" should mean the consumer is content with the long term goals and planning provided by Toyota and the consumer plans on support the future by investing in Toyota through purchases.
"Operational efficiency by itself canbe dangerous. Think of the Swiss companies that were so efficient in making mechanical watches yet are now out of business."
"Kaizen teaches individuals skills for working effectively in small groups, solving problems, documenting and improving processes, colling and analyzing data, and self-managing within a peer group. It pushes the decision making down to th workers and requires open discussion and group consensus before implementing a decision." Kaizen takes a strong commitment by senior management, so that individuals can participate effectively without fear. TPS creates "a new way in manufacturing or service delivery - a new way of seeing, understanding, and intrepreting what is happening in a production process, that could propel them beyond the mass production." Lean production focused on speed in the supply chain by "shortening the lead time by eliminating waste in each step of a process leads to best quality and lowest cost, while improving safety and morale."
The first question TPS asks is, "what does the customer want"? The question is directed at both the internal and external customer.
According to TPS there are eight types of waste: Overproduction, Waiting, Unnecessary transport or conveyance, overprocessing or incorrect processing, excess inventory, unnecessary movement, defects, and unused employee creativity. Ohno said, "Every method available for man-hour reduction must, of course, be pursued vigorously; but we must never forget that safety is the foundation of all our activities." There are times improvement will compromise safety. In that case start over and take another look at the operation. "Never be satisified with inaction". Jikodka or in-station quality allows separates the person from the machine. Now the individual is free to be creative and observe improvement. Respect for the individual improves morale and brings more ideas into materialization. Just in Time technology employees pull technology and reduces excess inventory.
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Summary of The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer
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 Way is 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
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