Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. by: Dr. Jeffrey K. Liker. Abstract: In factories around the world, Toyota.
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The Toyota Way - Wikipedia
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Would you also like to submit a review for this item? You already recently rated this item. Your rating has been recorded. Write a review Rate this item: Preview this item Preview this item. Jeffrey K Liker Publisher: English View all editions and formats Summary: Describes the management principles of Lean production that are employed by Toyota.
The Toyota Way
Find a copy online Links to this item Table of contents Table of contents Table of contents Table of contents Verlagsinformation Verlagsinformation. Allow this favorite library to be seen by others Keep this favorite library private. Find a copy in the library Finding libraries that hold this item Internet resource Document Type: Jeffrey K Liker Find more information about: Reviews User-contributed reviews Add a review and share your thoughts with other readers. This helps achieve the goal of minimizing waste muda , not overburdening people or the equipment muri , and not creating uneven production levels mura.
Quality takes precedence Jidoka. Any employee in the Toyota Production System has the authority to stop the process to signal a quality issue. Although Toyota has a bureaucratic system, the way that it is implemented allows for continuous improvement kaizen from the people affected by that system. It empowers the employee to aid in the growth and improvement of the company.
Included in this principle is the 5S Program - steps that are used to make all work spaces efficient and productive, help people share work stations, reduce time looking for needed tools and improve the work environment.
Without constant attention, the principles will fade. The principles have to be ingrained, it must be the way one thinks. Employees must be educated and trained: Teams should consist of people and numerous management tiers. Success is based on the team, not the individual. Toyota treats suppliers much like they treat their employees, challenging them to do better and helping them to achieve it.
Toyota provides cross functional teams to help suppliers discover and fix problems so that they can become a stronger, better supplier. Toyota managers are expected to "go-and-see" operations. Without experiencing the situation firsthand, managers will not have an understanding of how it can be improved. The process of becoming a learning organization involves criticizing every aspect of what one does. The general problem solving technique to determine the root cause of a problem includes:.
In his book Liker calls the Toyota Way "a system designed to provide the tools for people to continually improve their work. The first principle involves managing with a long-view rather than for short-term gain.
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It reflects a belief that people need purpose to find motivation and establish goals. The next seven principles are focused on process with an eye towards quality outcome. Following these principles, work processes are redesigned to eliminate waste muda through the process of continuous improvement — kaizen. The seven types of muda are 1 overproduction; 2 waiting, time on hand; 3 unnecessary transport or conveyance; 4 overprocessing or incorrect processing; 5 excess inventory; 6 motion; and 7 defects.
The principles in this section empower employees in spite of the bureaucratic processes of Toyota, as any employee in the Toyota Production System has the authority to stop production to signal a quality issue, emphasizing that quality takes precedence Jidoka. The way the Toyota bureaucratic system is implemented to allow for continuous improvement kaizen from the people affected by that system so that any employee may aid in the growth and improvement of the company. Recognition of the value of employees is also part of the principle of measured production rate heijunka , as a level workload helps avoid overburdening people and equipment muri , but this is also intended to minimize waste muda and avoid uneven production levels mura.
These principles are also designed to ensure that only essential materials are employed to avoid overproduction , that the work environment is maintained efficiently the 5S Program to help people share work stations and to reduce time looking for needed tools, and that the technology used is reliable and thoroughly tested. Human development is the focus of principles 9 through Principle 9 emphasizes the need to ensure that leaders embrace and promote the corporate philosophy.
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This reflects, according to Liker, a belief that the principles have to be ingrained in employees to survive. The 10th principle emphasizes the need of individuals and work teams to embrace the company's philosophy, with teams of people who are judged in success by their team achievements, rather than their individual efforts. Principle 11 looks to business partners, who are treated by Toyota much like they treat their employees.
Toyota challenges them to do better and helps them to achieve it, providing cross functional teams to help suppliers discover and fix problems so that they can become a stronger, better supplier. The final principles embrace a philosophy of problem solving that emphasizes thorough understanding, consensus -based solutions swiftly implemented and continual reflection hansei and improvement kaizen.
The 12th principle Genchi Genbutsu sets out the expectation that managers will personally evaluate operations so that they have a firsthand understanding of situations and problems. Principle 13 encourages thorough consideration of possible solutions through a consensus process, with rapid implementation of decisions once reached nemawashi.