011 4 We help companies in USA and Asia implement TPS and Lean manufacturing . This book , now available in Chinese version , has always been the first book we have recommended to our clients . The philosophy of The Toyota Way is the key to assure the success of implementing lean . The 14 management principles Dr . Liker reveals through his tremendous efforts in studying the TPS really teaches you know why while many books only teach you know how . Unless you understand the know why and live with it , your lean system is superficial no matter how well you have applied those lean tools , as the author points in the book . For managers in today's competitive global economy , it is worth your time to read this book once , twice and more to learn from the best , The Toyota Way .
054 4 For any individual working in an operations oriented field this book can be a valuable tool for learning more about the Toyota Way and Lean manufacturing .
064 4 The author provides a clear and precise explanation of each of the 14 points he says are the heart of The Toyota Way of doing business . I listened to the audio version of the book in preparation for the beginning of a business relationship with Toyota . It did a fantastic job of giving me insight into the Toyota culture and principles of doing business . Great reading for anyone interested in the automotive industry , or students of industry in general !
082 4 We have purchased 22 Audio versions of the Toyota Way because our Employees love listening to these CDs .
016 4 The Toyota Way is not about the tools of TPS nor the tools of todays Lean Manufacturing . Dr . Liker wrote and shared with the world the Philosophy the supports and sustains the tools of TPS . It appears that for some who have read Dr . Likers book that they were expecting for Dr . Liker to have all the reasons for the current operational challenges facing Toyota today . What The Toyota Way speaks to is the philosophy that has placed TMC and their operation systems into the minds of all those individuals that have the current responsibility to make change happen in their current companies . What The Toyota Way truthly explains is The Toyota way is more than , Kanbans , Jidoka , Hijunka , A - 3s , and all the other TOOLS , it is how an entire organization from top down to bottom up lives and breaths the Philosophy of The Toyota Way . What we in American and I beleive it is our manufacturing culture that our current leadership is not in the position to sacrafice short term profitability . Unfortunatly our Corporate leaders are measured on the bottom line . Immediate results , today , this month , this quarter , this year , or else . Dr . Liker addresses that Toyota ability to SUSTAIN continual success has been the Philosohy that is The Toyota Way .
Dr . Liker is not to be expected to answer for current operating conditions at TMMK or any other Toyota facility here in North America or any other Toyota facility worldwide . The TMMK team members who have responded to The Toyota Way as missing what is currently happening at TMMK has missed what The Toyota Way is . When I was at TMMK an as an ORIGINAL team member of the startup management team we were taught by our TMC executive coordinators and trainers that if there is a problem then WE all have a problem . No one can be successful if one team member fails . If Toyota , an I speak of Toyota TMC , if they ever came out publicly and shared what has happen to TMMK over the pass 18 years they would admitt that they TMC failed to have a stronger imput process in the promotion selection . They entrusted the TMMK American Management group to make the selections for promotion and unfortunately to many managers were promoted and they were not trained to be able to meet the required standards to be in that position , mistake one . Mistake two , and this deserves a traditional yea but , Toyota was in a period of rapid global expansion and as a result the TMC Executive Coordinators and trainers were spread throughout the world to assist in the global expansion and for a short period TMC took their eyes off of TMMK and as a result of this and a few other things the current conditions that these reviewer of The Toyota Way speak of are the results of what I just mentioned , training and development had been placed on a back burner . Today with the support and committment of Mr . Cho , Gary Convis is leading the organization through a re-training phase and I know for certain Toyota will be back where it has alway been , at the top . It is unfortunate that a current team member of TMMK who is regarded from the outside world as being an expert in TPS today himself does not understand what TPS is nor has he had the opportunity to learn The Toyota Way . I for one and the originals of TMM , are gratiful for Dr . Lihers book because he captured in his book what we alone were taught by Mr . Cho , Mike Katano , Matt Awazama and what Mr Gary Convis is currently trying to bring back into standard , The Toyota Way .
If anyone is researching books on the how to's of Lean Manufacturing , they found the right web site . If all your looking for are the tools to become lean , Amazon.com is the place to be . If your searching for how do I sustain the tools , how to sustain values , to your customer , your employee and your community , then you found the right web site to buy the book that will walk you through The Toyota Way . Thank you Dr . Liker , and to Mr . Gary Convis , and the TMM originals . I will share with the world of your pass and current accomplishments and I know that because YOU know what the real secrete is , you know The Toyota Way , even in our slide we know were still the best when compared to the rest and we know we don't compare with the rest , Toyota sets the standard and we just moved the bar up a notch and let the rest play catch up . .
The secrete , The Toyota Way . Read it , beleive it , live it .
085 4 What can I say . Awesome book that can really help you understand manufacturing in the MODERN world .
093 4 I work in the shipping department for a newer Toyota supplier and was intrigued by the way TMMI pulled orders , so I picked up this book on my own . It is a lot of information to digest , but I thought worth it . A lot of times I was laughing as I read because I remember a couple of years ago when everything at my employer was 5S this , lean that - only they had it all wrong and management's interest fizzled after a couple of months . In the case of our plant manager , thirty years of manufacturing experience puts him at a disadvantage , especially with the concept of producing in small quantities and doing more version changes . I think management should definitely get with this program , because soon it will be what has to happen to be competitive .
105 4 Wonderful , wise , and thorough exploration of the Toyota Way .
Top Ten Gems of the Book , Letterman-style :
10 . 13 Tips for transitioning to a lean enterprise
9 . The Ford Cuautitlan plant used web-based hoshins
8 . The A3 and effective meetings
7 . Independent Contract Services cannot be charged to a TTC purchasing credit card
6 . The K4
5 . Mediating the water dispute
4 . Ford Vision , Toyota Vision
3 . Eiji's inspiring Briton
2 . TSSC benchmarks the Shingo Award sensor firm
1 . Hansei
Go buy it now or buy several for ad hoc distribution .
057 4 The Toyota Way certainly does provide the foundation of using operational excellence as a strategic weapon . With increased competition , companies are continuously challenged to achieve operational excellence in a better way than its competitors , and use this as their strategic weapon or at least ensure that they are meeting / exceeding industry standard in this area . This book contributed many ideas to my MBA dissertation , in creating a profit for an insurance company that had been making continuous losses for a number of years . The continuous process flow mentioned in the book was adopted and resulted in significant cost savings , by eliminating certain processes and improving the quality control .
This book has also influenced me to purchase a Toyota Fortuner , moving from the Honda brand that I had driven for years .
Judith Kean , FCCA
027 4 This review is from :
The Toyota Way ( Hardcover )
I've bought this book for a course of my MBA and I really liked it . It is very useful , interesting and you can really get too much practical information that will make you realize about the typical management we are use to in America vs . the exquisite oriental management . After this , you will love Toyota and you will want to implement the Toyota Way even in your home ! ! ! .
It's awesome ! !
028 4 I've bought this book for a course of my MBA and I really liked it . It is very useful , interesting and you can really get too much practical information that will make you realize about the typical management we are use to in America vs . the exquisite oriental management . After this , you will love Toyota and you will want to implement the Toyota Way even in your home ! ! ! .
It's awesome ! !
037 4 Good book . I'm taking a grad class and it will definitely be a help for me when I do my project .
038 4 This review is from :
The Toyota Way ( Hardcover )
This is my first book about lean , or something like that and I'm very surprised because in this book you can find a lot of information no just about lean , the most important is the thinking that uses Toyota to accomplished Lean
039 4 This is my first book about lean , or something like that and I'm very surprised because in this book you can find a lot of information no just about lean , the most important is the thinking that uses Toyota to accomplished Lean
040 4 There's nothing else to say when Toyota is recommending this book in their NA website .
077 4 This review is from :
The Toyota Way ( Hardcover )
I've seen other books on Lean and Lean Production carrying much higher prices for less than half the content . This book is a good value and easy read - explains the history of Toyota and then carries their expansion and influence across the water to the US and our challenges . I'm not necessarily obsessed with Toyota - the principles actually started with Ford and the book aptly gives credit to Henry as well .
078 4 I've seen other books on Lean and Lean Production carrying much higher prices for less than half the content . This book is a good value and easy read - explains the history of Toyota and then carries their expansion and influence across the water to the US and our challenges . I'm not necessarily obsessed with Toyota - the principles actually started with Ford and the book aptly gives credit to Henry as well .
106 4 This review is from :
The Toyota Way ( Hardcover )
Somebody has to find a way to make this subject realistic and interesting , but this book ain't it . You ought to try to read this book . You really need to absorb the material . Just know that it won't be easy .
That being said , this is probably the standard book on the subject , and you ought to have it on your shelf . I point at mine a lot . Once you fight your way through it , you probably will too .
111 4 Good book about Toyota's origins and culture . Good book for everyone interested in manufacturing .
112 4 A good behind the scenes type of book . Interesting to learn why Toyota is one of the big three automakers .
113 4 This review is from :
The Toyota Way ( Hardcover )
This book brings it all together under 14 principles . It is a good book for those who would like to learn about Toyota's success .
066 4 A good read and a great understanding of the successes achieved by the new number one automaker in the US . These principles are applicable universally accross business models from manufacturing to service based industry . This is the business model to strive for going forward .
100 4 This is a must have for any manager or business administrator . My only observation is that some of the chapters are too long in making the point accross . Otherwise , it's an excellent reference to copy with pride the best practices from a great company .
117 4 Book seller presented accurate information regarding the condition and quality of the book . Book receipt time was excellent and well within the timeframe given to the purchaser . Thanks for the great service .
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 .
001 4 This review is from :
The Toyota Way ( Hardcover )
I've read this book a few times , and got our factory excited by it as well . We read it 2 chapters a week as a group , with a volunteer facilitator reviewing the content of the chapters in a weekly session . Suggest you start with this one and then read Creating a Lean Culture by David Mann and then The Toyota Way Fieldbook by Jeffrey Liker . A must read for those interested in Lean Manufacturing or Self-Directed Workteams .
Pro :
- Shows the commitment of Toyota to their methods and philosophies . By commitment they mean a willingness to pursue your transformation for at least 10 years , which is why I think so many fail . . . lack of commitment .
- Provides building blocks upon which to apply lean tools or lean toolkit
- Philosophy is quite detailed for a few hundred pages , appears thorough and complete so if you want to , you can create a similar systems-based approach
Con :
- Not a recipe for you to copy . . . no shortcuts or cutting corners here .
Neutral :
- Not much detail on tools which is out of scope for the content of this book
Bottom line : I think that this book is true to the philosophies of Toyota as I've directly observed from the 4 or 5 different senseis ( former Toyota executives turned consultants ) I have had the chance to work with . I only recommend a few books , this is one of them . Pairs well with Creating a Lean Culture , by David Mann as a way to extend the lessons learned in The Toyota Way .
002 4 I've read this book a few times , and got our factory excited by it as well . We read it 2 chapters a week as a group , with a volunteer facilitator reviewing the content of the chapters in a weekly session . Suggest you start with this one and then read Creating a Lean Culture by David Mann and then The Toyota Way Fieldbook by Jeffrey Liker . A must read for those interested in Lean Manufacturing or Self-Directed Workteams .
Pro :
- Shows the commitment of Toyota to their methods and philosophies . By commitment they mean a willingness to pursue your transformation for at least 10 years , which is why I think so many fail . . . lack of commitment .
- Provides building blocks upon which to apply lean tools or lean toolkit
- Philosophy is quite detailed for a few hundred pages , appears thorough and complete so if you want to , you can create a similar systems-based approach
Con :
- Not a recipe for you to copy . . . no shortcuts or cutting corners here .
Neutral :
- Not much detail on tools which is out of scope for the content of this book
Bottom line : I think that this book is true to the philosophies of Toyota as I've directly observed from the 4 or 5 different senseis ( former Toyota executives turned consultants ) I have had the chance to work with . I only recommend a few books , this is one of them . Pairs well with Creating a Lean Culture , by David Mann as a way to extend the lessons learned in The Toyota Way .
003 4 This book is like a Toyota vehicle : not necessarily fancy , but extraordinarily capable of getting you from point A to point B . Author Jeffrey K . Liker's thorough insight into the continual improvement method known as The Toyota Way reflects his experience with the Toyota Production System ( TPS ) and his knowledge of its guiding philosophies and its technical applications . He explains why Toyota has become a global symbol of passionate commitment to continual improvement and efficiency . Toyota's success as the world's most profitable automaker is no accident and now , thanks to this book , it's no mystery , either . Liker drills down to the underlying principles and behaviors that will set your company on the Toyota Way . The book reflects years of studying Toyota's philosophy : it is well mapped out , straightforward and exceedingly although not daringly innovative . We highly recommend it to anyone striving to improve their organization's operational efficiency .
004 4 This review is from :
The Toyota Way ( Hardcover )
This book puts Toyota back where it belongs : front and center in the world of the lean enterprise . The idea that Toyota just originated lean and that others have since taken it further is a fallacy that has lately been creeping into publications and conference presentations . The reality is that Toyota is still far ahead and that the vast majority of companies that claim to be lean are only kinda , sorta lean , with managements that simply have not understood the approach .
The book has a visible structure that the reader can use to zoom in on topics of interest . Fourteen principles are stated upfront , and then a chapter is devoted to each of these principles . The writing is clear , and many outside sources are acknowledged with a thoroughness that is uncommon in business books . In particular , 28 Toyota executives are acknowledged or quoted , which gives the book the flavor of an authorized rendition of the company's philosophy .
The book's greatest strength , the closeness of the author to the company's management , is also its main limitation . As an academic , the author could have assumed a less worshipful stance . For example , rather than taking management statements about wanting to do right for society as a whole at face value , he might have pointed out that they sound like obligatory recitations of Confucian values , and that it is arguable that flooding the world with cars is in the best interest of the human race . Also , without attacking the company , he could have made its portrayal more nuanced and vivid by including more points of view , such as those of line workers and former employees who may have a different perspective than current top managers .
The executives quoted in the book clearly feel that the philosophy is more important than the technical tools of the production system . This insight , however , has come to them as a result of using the tools intensively for many years , and the reader should not be misled into thinking that it is possible to bypass the tools and go straight to the philosophy .
I also have a few minor quibbles with the way the book is produced . The fourteen chapters covering the fourteen principles have numbers that don't match those of the principles , so that , for example , Principle 6 is covered in Chapter 12 . This is confusing when looking up cross references . The subject of this book also calls for abundant illustrations , but there is only one for every seven pages , and no photographs . Finally , I think that the use of long words where short ones would do should be identified as the 9th category of waste . We don't need to hear about a paradigm , As Tom Wolfe's hero in A man in full points out , the only thing it ever does is shift . Saying non-value-added waste where waste would suffice also strangely suggests that there might be an opposite called value-added waste .
All this being said , this book is a good read based on intimate knowledge . I recommend it to anyone involved with lean , and particularly to managers and engineers in the auto parts industry who want to sell their products to Toyota .
005 4 This book puts Toyota back where it belongs : front and center in the world of the lean enterprise . The idea that Toyota just originated lean and that others have since taken it further is a fallacy that has lately been creeping into publications and conference presentations . The reality is that Toyota is still far ahead and that the vast majority of companies that claim to be lean are only kinda , sorta lean , with managements that simply have not understood the approach .
The book has a visible structure that the reader can use to zoom in on topics of interest . Fourteen principles are stated upfront , and then a chapter is devoted to each of these principles . The writing is clear , and many outside sources are acknowledged with a thoroughness that is uncommon in business books . In particular , 28 Toyota executives are acknowledged or quoted , which gives the book the flavor of an authorized rendition of the company's philosophy .
The book's greatest strength , the closeness of the author to the company's management , is also its main limitation . As an academic , the author could have assumed a less worshipful stance . For example , rather than taking management statements about wanting to do right for society as a whole at face value , he might have pointed out that they sound like obligatory recitations of Confucian values , and that it is arguable that flooding the world with cars is in the best interest of the human race . Also , without attacking the company , he could have made its portrayal more nuanced and vivid by including more points of view , such as those of line workers and former employees who may have a different perspective than current top managers .
The executives quoted in the book clearly feel that the philosophy is more important than the technical tools of the production system . This insight , however , has come to them as a result of using the tools intensively for many years , and the reader should not be misled into thinking that it is possible to bypass the tools and go straight to the philosophy .
I also have a few minor quibbles with the way the book is produced . The fourteen chapters covering the fourteen principles have numbers that don't match those of the principles , so that , for example , Principle 6 is covered in Chapter 12 . This is confusing when looking up cross references . The subject of this book also calls for abundant illustrations , but there is only one for every seven pages , and no photographs . Finally , I think that the use of long words where short ones would do should be identified as the 9th category of waste . We don't need to hear about a paradigm , As Tom Wolfe's hero in A man in full points out , the only thing it ever does is shift . Saying non-value-added waste where waste would suffice also strangely suggests that there might be an opposite called value-added waste .
All this being said , this book is a good read based on intimate knowledge . I recommend it to anyone involved with lean , and particularly to managers and engineers in the auto parts industry who want to sell their products to Toyota .
007 4 When I was hired as a Process Engineer by Toyota and shipped off to Japan to learn how to be a Toyota engineer , I was lucky enough to be a part of the system that Dr . Liker describes in his book . I can , and do , use the text as a guidepost as I look back at the things we did and can better understand the ' Why ' versus just the ' What ' . The book does an excellent job in laying out a solid structure for the sometimes ethereal concepts within the Toyota Production System and ties them together in a way that is both easy to understand as well as communicate . With this book , we finally have a body of work that transcends the basic Value , Value Stream , Flow , Pull , Perfection framework ( don't get me wrong , I strongly support the Womack / Jones framework at operational levels ) and gets the reader behind the results and into the thinking processes that drive the behaviors that deliver the results . While some readers that have written in and panned the book seem to think that Dr . Liker is trying to say Toyota is ' perfect ' , I think that they have , unfortunately , missed the real message in the book . That is too bad for them , because the message is clear and powerful . One respondent sounded like a frustrated UAW organizer , in fact . I can only encourage them to re-read the text and try and gain a deeper understanding of the concepts that are presented . I'm on my sixth reading and the pages are quite dog-eared , sticky noted , and written all over .
Long story short : If you want to get ' into ' the thinking processes that drive the most successful automobile company on the planet ( can this be disputed ? ) and begin to apply these processes to your own area , plant , or company , this is the book for you ! Let's not forget , Toyota is building a successful business by bringing manufacturing jobs TO America , not rushing headlong to China , India , or some other Asia-Pacific destination . That speaks volumes to the inherent power of Lean to deliver Value to the customer .
008 4 Liker's The Toyota Way provides a good introduction for someone not familiar with lean production or The Toyota Production System ( TPS ) . On the other hand , I prefer the materials written by Tachii Ohno and Shigeo Shingo ( Toyota Production System developers ) for their greater clarity ( if you excuse the sometimes labored translations ) and detail .
Liker begins by pointing out that in the 1980s it became clear that Japanese cars were lasting longer than American models and required less repair . ( They were also cheaper to build - even if you ignored lower labor costs . ) Toyota's profit for FY ' 03 exceeded G.M . , Ford , and Chrysler - combined ! Toyota has the fastest product development process in the world .
Key to the TPS is a commitment to continuous improvement , directed at adding value . Adding value , however , is defined from the customers ' point of view - specifically excluded are activities such as overproduction ( creates unneeded transport , tracking , and storage space needs ; also increases risks of obsolescence and quality problems ) , waiting ( eg . watching a machine , lack of parts , bottlenecks , downtime - perhaps for line changeover ) , transportation , defects , and searching ( eg . parts , and paperwork - retrieving , or finding the required information within it ) . Liker also reports that most processes are about 90% non-value-added ( waste ) ; if one focuses on value-added process-time , the proportion of waste is usually much higher .
Keys to eliminating / reducing these problems include continuous flow ( one-piece production cells ) , stopping to immediately fix problems , fast changeover ( eg . easy line modification for alternative models ) , using visual control ( eg . marked inventory boundaries , alarm lights ) , use of pull systems and kanban to eliminate overproduction ( without complex computer systems ) , helping ( and standardizing ) suppliers , asking Why ? five times when a problem arises to ensure correction of root causes in a manner that helps other areas as well ( eg . why the puddle ( oil leak ) , why the oil leak ( gasket problem ) , why the gasket problem ( wrong specifications ) , why wrong specifications ( Purchasing Dept . focus on initial acquisition price ) , why Purchasing Dept . mis-focus ( wrong reward critia ) - - > correct underlying problems so that does not continually recur ) , eliminating variation ( eg . reduce suppliers , tighter tolerances ) .
Liker points out that American supermarkets provided Ohno with the idea for the TPS pull system ( emptying of product space by customers results in a visual cue for staff to restock and reorder ) .
009 4 I was one of the first members hired to work in the Toyota manufacturing plant in Kentucky ( first 100 ) . As such I was trained by true TPS experts from Japan . I can honestly say that Jeff captures more of the true essence of the Toyota Way than I have ever read . Now I am working with other companies that are attempting to adopt the Toyota philosophies for themselves . It was nice to see information that factually describes the philosophies of Toyota and to be able to share that with these companies .
Unfortunately , some people will read the book and assume that Toyota professes to be ( or Liker is professing that they are ) perfect . Far from it ! Toyota ( referring to the leadership of the company ) would admit that they have much to improve , and that there are still many opportunities . They do not think they are lean . In fact , word is that Eiji Toyoda himself said that the book exposed some weakness within Toyota and was an opportunity to reflect on how to become better . This is the true essence of Toyota . Team Member Mike in his review assumes that Liker is suggesting that Toyota is perfect . This is not the case . As with any organization there are many problems . For goodness sake , even though Toyota regularly ranks at the top of the JD Powers quality ranking they still average over 100 problems per vehicle ! The notion of greatness is generated from outside of Toyota , not within . The management works hard to stay grounded in reality and certainly is aware of imperfections .
I think this argument is silly and not related to the book . The book is about the philosophy that Toyota embodies to manage their operations . Are there managers that do not live up to the ideal ? Of course there are . Does that implicate the entire organization ? No , it does not . The book does a good job of illustrating the intention of Toyota as an organization . You may not find here some of the common misunderstandings that are being spread around as lean manufacturing because honestly many of those concepts are not based in the Toyota Way .
The results of Toyota speak for themselves . They are outstanding , but not perfect by a long shot . This book does an excellent job of outlining the main concepts , but it would not be possible to outline the entire company with details of how to achieve the results in a single book . It is a very insightful look into a great company , not a blanket praising and blind admiration , but there are many good points about how Toyota intends to operate now and in the future .
010 4 This one fact will sink into your psyche after you read this insightful book - Quality is all about culture
The fourteen principles that you could use as the cornerstone for your organisation according to this book ( and this particular reviewer ) are :
1 . Base your management decisions on long term philosophy , even at the expense of short term financial goals
2 . Create continuous process flow to bring problems to the surface
3 . Use pull systems to avoid over production
4 . Level out the workload ( Hiejunka )
5 . Build a culture of stopping to fix problems to get quality right the first time
6 . Standardised tasks are the foundation for continuous improvement and employer empowerment
7 . Use visual controls so that no problems are hidden
8 . Only use reliable , thoroughly tested technology that serves your people and processes
9 . Grow leaders who thoroughly understand the work and live the philosophy
10 . Develop exceptional people and teams that follow your company's philosophy
11 . Respect your extended network of partners and suppliers by challenging them and helping them improve
12 . Go and see for yourself and thoroughly understand the situation ( Genchi Genbutsu )
13 . Make decisions slowly by consensus thoroughly considering all options . Implement decisions rapidly
14 . Become a learning organisation through relentless reflection ( Hansei ) and continuous improvement ( Kaizen )
Just an outstanding book
012 4 Most companies trying to duplicate Toyota's sucsesses in producing the highest quality vehicles and at the same time achieving record sales and profits , typically try to implement JIT or TQM and miss the underlying culture which fosters the development of these manufacturing techniques . They also tend to miss out on how each of these techniques work together to form a comprehensive system which gives Toyota a sustainable competitive advantage even though its techniques and processes are widely known .
Liker outlines the fundamentals of not only Toyota's lean manufacturing , but the Toyota philosophy . In his words , the Toyota Production System [ TPS ] is not the Toyota Way . TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish . The Toyota Way consists of the foundational principles of the Toyota culture , which allow TPS to fuction so effectively . He then goes on to explain the philosophy which he has organized around 14 principles :
1 ) Base your management decisions on a long-term philosophy even at the expense of short-term financial goals
2 ) Create continuous process flow to bring problems to the surface
3 ) Use pull systems to avoid overproduction
4 ) Level out the workload ( work like the tortoise and not the hare )
5 ) Build a culture of stopping to fix problems , to get quality right the first time
6 ) Standardized tasks are the foundation for continuous improvement
7 ) Use visual control so no problems are hidden
8 ) Use only reliable , thoroughly tested technology that serves your people and processes
9 ) Grow leaders who thoroughly understand the work , live the philosophy , and teach it to others
10 ) Develop exceptional people and teams who follow your company's philosophy
11 ) Respect your extended network of parners and suppliers by challenging them and helping them improve
12 ) Go and see for yourself to thoroughly understand the situation
13 ) Make decisions slowly , by concensus , thoroughly considering all options [ and then ] implement decisions rapidly
14 ) Beacome a learning organization through relentless reflection and continuous improvement .
Since Toyota's founding we have adhered to the core principle of contributing to society through the practice of manufacturing high-quality products and services . Our business practices and activities based on this core principle created values , beliefs and business methods that over the years have become a source of competitive advantage . These are managerial values and business methods that are known collectively as the Toyota Way - Fujio Cho , President Toyota ( 2001 )
013 4 The is the pinnacle of literary knowledge of The Toyota Way . No other book best illustrates the working principles of Toyota's philisophical foundation . The knowledge derived from this book goes beyond just manufacturing . The book is enriched with values and core principles that any good to great company should or have employed . The greatest enjoyment from the book , besides the learning , is being able to actually apply and live the Toyota Way .
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014 4 Liker's book gives an accurate and thorough account of the ( theoretical ) principles which form the basis of The Toyota Way . In this regard , the book is useful and instructive . If you want to gain a good understanding of TPS , heijunka , etc . , then you will find what you're looking for in Liker's work .
However , the gushing tone of the book ( and the nearly heroic portrayal of some Toyota executives ) make Liker come across as more of a cheerleader than an impartial observer / journalist .
This could have been a truly excellent book if Liker had broadened his coverage a bit to include the perspectives of more rank-and-file employees . As it stands , the The Toyota Way reads more like an infomercial than an objective piece of journalism .
Toyota is a truly world-class company , and most Toyota team members are grateful to be working for a company that seems to genuinely value its employees . Nonetheless , there is a significant gap between the real Toyota and the idyllic worker's paradise that Liker depicts .
015 4 Author Jeffrey Liker clearly understands his subject and explains clearly the cultural foundation to creating a lean organization . Rather than relying on the tools of lean , Liker focusses on the management culture and the creative aha moments that lead to the key principles of Toyota management . We can all take away these principles and apply them to our own organizations .
017 4 Dr . Liker tells us upfront in Chapter 1 that I hope to show in this book that most companies have focused too heavily on tools such as 5S and just-in-time , without understanding lean as an entire system that must permeate an organization's culture . As a lean practitioner , I agree with Dr . Liker that In most companies where lean is implemented , senior management is not involved in the day-to-day operations and continuous improvement that are part of lean . I see that everyday in our work with other companies and was immediately interested to find out more about how Toyota's approach is very different . Although I read numerous books about Toyota and TPS , the 14 Toyota management principles were new to me . What a relief to read a lean book that doesn't focus solely on the tools . We all know what to do , doing it is the problem , and I learned a lot about how and why Toyota gets things done so effectively on the shopfloor .
Team leaders at Toyota in Georgetown , KY wrote in that Toyota has problems the author did not address in this book and that things are not the same in Georgetown as the book would lead us to believe . The fact that things were according to the 14 principle 12 years ago cannot be discounted . American management may not be up to the task as the team leaders would have us believe but that's another problem that could be the basis for a book that compares the old and new Toyota . What a switch it would be to learn from Toyota mistakes ! I still have much to learn from what Toyota does right , the author did not stray from his objective for writing the book , and as a result I learned a great deal .
As Dr . Liker wrote in last chapter : The Toyota Way was ' invented , discovered , and developed ' over decades as talented Toyota managers and engineers like Ohno , ' learned to cope with its ( Toyota's ) problems of external adaptation and internal integration . ' The history of Toyota is very important for us to understand the challenges and context that led to active on-the-floor problem solving , not theoretical , top-down exercises . This book is long overdue for companies struggling to involve employees in active on-the-floor problem solving and to provide management with a model to build their own lean enterprise .
018 4 The author has written a good book on the old Toyota , not the one like the Camry plant in Georgetown . The old Toyota used principles based on the founding fathers and became successful accordingly . I work at the Georgetown facility and we have 100% American management team and they do not put quality ahead of profitability . Dr . Liker's chapter on Quality , getting it right the first time is the old Toyota . In fact , Dr . Liker just happened to be in our plant the last 2 days for a series of seminars with the American management team . Had he ventured out into the plant floor on Wednesday , the 23rd . he would have seen for himself that Toyota does not practice these principles regarding Quality . Yesterday , out of approx . 500 car built in plant #2 , we had 36 vehicles with major mutilation scratches on the finished paint surface - that's 1 out of every 14 cars having a major defect . Dr . Liker would have seen that this principle is not viable if profit and productivity is the priority . Cost cutting interferes with serving the customers needs . My point is the book has some excellent information if your goals match those of the early Toyota , the same Toyota which earned a fine reputation for Quality . The modern Toyota , at least the one in Georgetown , Kentucky , has a different set of goals . I don't recommend this book because Dr . Liker is leading the reader to believe that Toyota practices these principles when in fact , it does not . To serve as proof that Georgetown Toyota does not practice these principles all the reader needs to do is review the recent history of J . D . Power awards . Perhaps Dr . Liker's next book should focus on the principles that Toyota's competitors follows because their customers are more satisfied with their products , not Toyota's . I question the choice of Georgetown Toyota's President , Mr . Convis , for writing the forward . Since he's been here the Camry has not earned a J.D.Power award . Dr . Liker's book is good , but the information is dated .
019 4 I recently had a senior executive in my company send me a template for what was labeled an A - 3 form . He said he wanted all his managers to use the form to map out their proposed projects and processes . He suggested that we buy a copy of Jeffrey Liker's book to understand it's basis . I bought and read the book , and found Chapters 13 & 14 particularly helpful in understanding the need and purpose for such a form . It provided some detailed insight on how to complete the form in a way that it best serves its purpose . It explained and illustrated the some of the less intuitive aspects such as the root cause analysis . Although the book showed the A - 3 document in a format labeled PDCA ( Plan-Do-Check-Act ) and the Toyota form actually sent from my boss was labeled ( Plan-Do-Learn ) , the contents were essentially the same . For anyone wanting to better visualize their processes and projects quicker , I highly recommend this book to see how Toyota has successfully applied a picture is worth a thousand words to their standardized reporting procedure .
020 4 Toyota is the difference . A lot of people talk about lean this and lean that while bowing down to IT and accounting and brag about how lean allowed them to eliminate ' x headcount . ' Toyota defines what it means to be lean . Their Toyota Way depends on two pillars : Continuous Improvement and Respect for People . A lot of companies who think they are lean neglect the second principle .
Toyota Way focuses on the managment principles that have evolved from the time of Toyoda Loom to make the company what it is today . It talks about the Toyota Production System as well . The book is well written and entertaining - but I am a dork and like reading these kinds of books for leisure anyways .
021 4 This book allows a deep look into a wonderful company . Toyota is known for it's manufacturing methods and most writers miss the important respect for people pillar of Toyota . Jeffrey Liker shows that this is the key pillar missing in most of what we call lean organizations .
022 4 I read this book when it was first published in 2004 and recently re-read it , curious to know how well Jeffrey Liker's explanation of Toyota's management principles and lean production values have held up . My conclusion ? Very well .
No good purpose would be served by merely listing the 14 management principles , out of context . Liker devotes a separate chapter to each , carefully explaining not only what it is but also how it guides and informs everyone at all levels and in all areas of the Toyota organization . What Liker also accomplishes , and what cannot be adequately summarized in a review such as this , is to explain how all 12 principles are interdependent . Together , they serve as the company's DNA . In the Preface , he recalls asking Fujio Cho ( President of Toyota Motor Company ) what was unique about his company's remarkable success . His answer was quite simple : The key to the Toyota Way and what makes Toyota stand out is not any of the individual elements . . . But what is important is having all the elements together as a system . It must be practiced every day in a very consistent manner . To understand Toyota's success , therefore , it is important to understand that lean production is not a methodology , it is literally a way of life .
The 14 principles are divided into four sections :
Having a long-term philosophy that drives a long-term approach to building a learning organization
Absolute faith that the right process will produce the right results
Adding value to the organization by developing its people and partners
Continuously solving root problems to drive organizational learning
As Liker points out , it is important to understand that the Toyota Production System is not the Toyota Way . TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish . The Toyota Way consists of the foundational principles of the Toyota culture , which allows the TPS to function so effectively .
How does lean improvement differ from traditional process improvement ? Briefly , wheras the traditional approach to process improvement focuses on local efficiencies , in a lean improvement initiatuve , most of the progress comes from a large number of non-value steps being squeezed out . For example , overproduction , delays , and wasted motion . In fact , the ultimate goal of lean manufacturing is to apply the ideal of one-piece flow to all business operations , from product design to launch , order taking , physical production , and shipment . Some of the differences are subtle but no less significant .
To repeat , anyone can read this book and then uncerstand what the Toyota Way is . Possessing a gourmet chef's recipe , however , does not ensure that a gourmet meal will be prepared . Toyota has its own way . Other companies must develop theirs based on their own roots . In other words , lead from their traditional strengths but not be limited by them . In fact , companies may need to re-invent themselves , not once but several times . That is what Toyota did . . . and continues to do . Use operational excellence as a strategic weapon and the rewards and results will far outweigh the great effort required .
That said , Liker does provide 13 general tips . The first is to begin with action in the technical system and then follow quickly with cultural change . Other suggestions include learning by doing first and training second , using value stream mapping to develop future state visions to help learn to see , and being opportunistic in identifying opportunities for big financial impacts . They are provided with brief but precise explanations on Pages 302 - 307 .
It remains for each person who reads this book to determine which of the 14 management principles are most relevant to her or his own enterprise , and then to determine how to translate each into effective action . Presumably Liker agrees with me that most companies have 3 - 5 areas in which lean initiatives are urgently needed . Developing an execution plan can be tricky , however , because all business transaction involve a process of some kind and improvement of one process inevitably has a direct impact on several others . Here's one possibility , suggested to me by a COO to whom I gave a copy of this book : Read the final chapter , Chapter 22 , first . It's title is Build Your Own Lean Learning Enterprise , Borrowing from the Toyota Way . He thinks that will provide an appropriate framework within which to proceed from Gary Convis ' Foreword and Liker's Preface to the conclusion of Chapter 21 . That suggestion is worth consideration .
Those who share my high regard for this book are urged to check out Liker's Toyota Culture : The Heart and Soul of the Toyota Way as well as Matthew Mays ' The Elegant Solution : Toyota's Formula for Mastering Innovation , David Magee's How Toyota Became Toyota : Leadership Lessons from the World's Greatest Car company , and What Is Lean Six Sigma ? co-authored by Michael L . George , David Rowlands , and Bill Kastle .
023 4 As you can check the 4Ps and the 14 management principles typed by some reviewers here , most of them are just common sense . However , common sense is really not that common , at least not in the auto industry when one sees the high failure rate , even amongst Japanese auto makers who copy some but not all of the Toyota Way or Toyota Production System TPS . Thanks to the author , many good samples are vividly written of how Toyota fully commits to its long term principles at the expense of short term benefits , respects the communities where its factories locate , supports even the lowest of worker to quality / value devotion ( Dare you stop the whole production line for a minor fault you find ? They encourage you to do so in Toyota ) . I am sure many ordinary but top level managers will excuse themselves from the level of Toyota committment on unique circumstances . In Toyota , they ask themselves why five times on each problem to nail its root cause , instead of taking anything for granted , as those ordinary managers do . Moreover , Toyota had invested / devoted much to adapt to the cultural , social . . . . difference between Japan and US . Add them all up , that's the difference between survival and death .
I had read many business books of the HBR type . However , if I am asked to make only one recommendation , this is it .
024 4 For a person not involved in the manufacturing sector and yet interested in maximizing Church resources especially volunteers and paid ministers the book was thought provoking and insightful . The book's simple and easy to read format help me see ways and opportunities to use this material as I consult with churches and schools . The fourteen steps provided a strong methodology and systematic way of learning and implementing the concepts . Finally , it created a new way of looking at the importance of measurements and how to integrated change into the entire organizational culture . Thanks for the excellent gift to the management literature
025 4 As Liker clearly points out , the Toyota Way is more of a way of thinking than anything else . Also it is clear that the Toyota Way is a system of management that cannot be broken down into components and ' implemented ' piecemeal . The interactions among the componenets are what make the system so powerful and it is described that way clearly by Liker . His explanations and examples are clear and insightful and his Principles and diagrams present good summaries of the writing .
Anyone interested in management should read this book . It is quite full of significant revelations and well worth the price .
026 4 I wish I would have read this book before I started studying any of the Lean / Six Sigma literature or even the Theory of Constraints for that matter . This book does an outstanding job of explaining the concepts Toyota developed through the years that heavily influenced the Lean / Six Sigma literature . I found myself reading the book to see how Toyota could have faltered as they have of late , but what I found instead was good proof of why Toyota will recover from this . Toyota has always been known for encouraging its workers to stop a line or an entire factory to avoid up stream errors . This was echoed in a recent news article stating how Toyota had stopped new car production to get a grasp on how to fix this issue and move forward to reclaim their reputation for quality . In my opinion , this book is a must read for anyone in the Manufacturing industry or business in general .
029 4 Even though no other company will have the exact Toyota DNA , the principles in this book should be like the 14 commandments for all companies . There is something that wows me just about in every page I read .
I'm only through half of the book , but if I had the money I would send it to many of my manufacturing friends . But that is much rather like pushing it , and I am not sure they would read it , even as a freebie .
I have read many of the Lean books , Womack , etc . and liked them too . But The Toyota Way has been the best . There are many automotive Japanese companies , but Toyota is very special . No wonder everybody is trying to copy the tools used there . But what everybody misses is the basic philosophy and the 14 principles around Challenge , Kaizen , Respect , Teamwork and Genchi Genbutsu , or the 4 Ps of Liker .
Liker does an excellent work in explaining them .
a manufacturing engineering manager
030 4 As a working lean sensei it is always interesting to read new books on this subject . The world is well used to the musings of academics drawn to the worlds greatest manufacturer , so it is refreshing to read an above average insight to the subject . In this book the author , for the first time since Ohno , ( one of the co-creators of TPS ) gets beyond the usual list and descriptions of lean tools . Mr Likers work is at its best when he delves into the deeply held management principles that many generations of toyota people have used with continuing success . As with most things done well , these take a lifetime of practice to become truly competent , but reading this book will let people know the size of the undertaking . What we are discussing of course is a revolution in traditional management behaviour . Easy to read but terifically hard to do and almost impossible without good guidance . Toyota of course does what all leaders say they want to do , but never get round too . Most are too busy making the next quarter . Technically the book has all the main stuff in it but unfortunately it suffers from a structure that has the reader jumping around a little . Mr Liker didn't really need to describe the tools of toyota in such detail as that has been done to death by the ' lean thinkers ' and it read like filler .
He would have been better illustrating the underlying principles of the toyota way by way of more real case studies outside of toyota but then as we know few have managed to emulate this secret sauce . Of course those who use and practice the toyota way everyday come to understand that the tools are a much smaller part than most writers would lead you to believe .
Because of this I would only recommend some passages to my clients / students , and avoid advising them reading the full book at the start of a lean transformation as would confuse most embarking on the lean enterprise strategy .
Only one big beef with the book . . .
I was terribly dissappointed by the product development case stories which actually contradicted many of the arguments presented and the principles espoused . Engineers informing spouses that they have to go and live in the plant is the overburden that toyota is supposed to deplore with a vengence and then to the waste . . . . anyone can throw hundreds of engineers to a project . These elements of the book made me question how much value adding was really going on in these examples . So I ultimately questioned the accuracy of the reporting . Cynically I began to question the one big room process must have been a really really really big room ! Did Mr liker really have access to toyota'product development process ? In addition the mythical 18month development time for a new car was not correct . From blank sheet of paper to new car in the Prius case cited was actually many years from the goals being set . This part was just plain hype . Sure Toyota ' productionises ' their cars very quickly and undoubtedly their design re-use levels make for very high quality , but mostly bland designs . From blank sheet of paper to new car in 18 months ? No way .
So in summary one of the better books on the subject . Only marred by a clumsy structure and over hyping in area's that could have done with more factual case studies than anecdotes . I suggest that the book on toyota's product development is yet to be really written . The lexus story is now a decade old and , in europe at least , lexus has not really achieved its aspirational brand goals .
The toyota way is an interesting read on the toyota phenomenon but like most things about toyota you only truly learn by doing .
The toyota way claims on its jacket to enable you to be like toyota . As a sensei I'll finish with a question . . . .
Can we play like tiger woods after reading his book ?
Chris Cooper
( . . . )
031 4 I work at TMMK in Georgetown . With management's and the author's permission I personally wrote a detailed critique of Dr . Liker's book back in Sept . 2004 and to date , 12 months later , not a response from anyone . Dr . Liker's book is well written , but it includes several key errors which , if omitted , would make the foundation of his thesis weak . So , here we are a year later and just this past week Toyota announced a major recall of 978,000 vehicles . That number is equivalent to 2 full years of production at the Georgetown facility , though it should be noted that those vehicles being recalled were not produced at TMMK . Regardless , they are still Toyota vehicles and one has to wonder how does The Toyota Way address this quality failure ? Think about it folks - 978,000 customers of Toyota purchased a problem they didn't anticipate , didn't want , but now have to devote time and energy to resolve . In my critique , I advised Dr . Liker that this sort of calamity was inevitable - perhaps in the next edition he will revise his assessment of Toyota . Just this past week , Rick Popely and Jim Mateja , reporters for Knight Ridder News Service , addressed the very problem that Toyota and Ford have created for themselves of sharing drive-train components and platforms among several models with the downside being that when there is a problem , a lot more vehicles are affected . It's a cost-cutting measure which , both Ford & Toyota , are willing to employ in order to increase profits . My question is this : Will Dr . Liker address this recall , and prior ones , as he attempts to praise Toyota's Way ? Listen folks , the 14 principles Dr . Liker details are great and I encourage any organization to follow them , because for the most part , they will produce great results . My point on this book is that the reader is being led to believe that the modern day Toyota applies these principles . That's simply not true , otherwise they wouldn't be forced to fix 978,000 vehicles . Those 14 principles work great , as they did nearly 60 years ago when Toyota Motor Corporation first began producing cars .
Please don't misunderstand me - TMMK and Toyota as a corporation does a reasonably good job and I personally own 2 Toyota's , a 2001 Corolla and 2005 Sienna . The fact that TMMK allowed me to contact the author and explain my concerns speaks volumes for the company's willingness to become a better organization . I like the company and my job as a Team Member - I simply speak up to make it a better company than it is - and I told Dr . Liker his best source for reality is to spend more time on the floor and in the trenches than in the boardroom . Well written book , but it's not the Toyota I know .
Team Member in Georgetown
032 4 This review is from :
The Toyota Way ( Hardcover )
The Toyota Way is an outstanding publication . As Dr . Liker says , Cultural Change through the involvement of all people ( from top leadership to floor operators ) is a key factor in transforming an organization to Lean . The Iceberg Model of TPS on page 299 ( figure 22 - 3 ) says it all .
How do we take all of the concepts in the book and make them happen in our organization ? One way to engage more people is to establish a Toyota Way Discussion Group or Book Club . Start with volunteer participants and meet for about an hour each week . Before the meeting , agree on the section of the book to be discussed , and ask each member to describe what it means to them and what they can do to implement the concept in their organization . They will also be able to ask for help and support from other organizations represented in the meeting . This promotes teamwork and understanding .
If any of the concepts are difficult for them to understand , have other participants explain what it means in their terms . This really promotes hands-on learning . It helps to have an experienced lean advisor available to handle the tough questions . If there are some individuals who are struggling with the concepts , this is a great process to help them understand .
033 4 The Toyota Way is an outstanding publication . As Dr . Liker says , Cultural Change through the involvement of all people ( from top leadership to floor operators ) is a key factor in transforming an organization to Lean . The Iceberg Model of TPS on page 299 ( figure 22 - 3 ) says it all .
How do we take all of the concepts in the book and make them happen in our organization ? One way to engage more people is to establish a Toyota Way Discussion Group or Book Club . Start with volunteer participants and meet for about an hour each week . Before the meeting , agree on the section of the book to be discussed , and ask each member to describe what it means to them and what they can do to implement the concept in their organization . They will also be able to ask for help and support from other organizations represented in the meeting . This promotes teamwork and understanding .
If any of the concepts are difficult for them to understand , have other participants explain what it means in their terms . This really promotes hands-on learning . It helps to have an experienced lean advisor available to handle the tough questions . If there are some individuals who are struggling with the concepts , this is a great process to help them understand .
034 4 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 .
035 4 This review is from :
The Toyota Way ( Hardcover )
This book is a revelation on the Toyota Production System and it is scary to behold . Nobody can stand before the might of the logic presented by a writer who lives and breathes his format and hence brings its genius to life . With these systems in place Toyota is relentless and brilliant , and makes your own workplace seem inefficient and non-competitive by comparison . Many good examples are provided about how to apply the Toyota Way to different work environments , be they manufacturing or customer service .
036 4 This book is a revelation on the Toyota Production System and it is scary to behold . Nobody can stand before the might of the logic presented by a writer who lives and breathes his format and hence brings its genius to life . With these systems in place Toyota is relentless and brilliant , and makes your own workplace seem inefficient and non-competitive by comparison . Many good examples are provided about how to apply the Toyota Way to different work environments , be they manufacturing or customer service .
041 4 I read Dr.Liker's book on Toyota as part of my ongoing research of lean manufacturing . Having read over 2000 articles and various papers on lean , I can say with sufficient impunity that this book gives a deep rooted understanding of the Toyota Way . However , we must take into consideration the views expressed by the team leaders who have been down in the trenches at the Toyota plant ; no system is perfect , if it was , it would defeat the purpose of continuous improvement ( wouldn't it ? ) . There is always some gap between theory and practicality , at Toyota they try and keep this gap as little as possible
042 4 Worthy for reading . We bought everyone in the management team this book .
043 4 By a long shot , The Toyota Way is the best book I have read on this topic . Finally , we have a clear picture of the most important elements of a world-class lean business system and insight into why so many companies fail on the journey . Jeff Liker , through his interviews with Toyota employees , highlights the fact that culture and respect for people play a pivotal role . It's the people that bring the systems to life .
044 4 People are the heart of the lean enterprise . Dr . Liker does an outstanding job of capturing the critical underpinnings which drive the powerful people systems that are behind Toyota's incredible performance . He also makes a unique contribution to the general understanding of Toyota's unmatched product development system . I recently completed a two and a half year , in depth , comparitive study of Toyota's product development system , and Dr . Liker comes the closest to capturing the essence of this system as anything I have read to date .
045 4 Besides of a deep and knowledgeable treatment of the production side , this is the best book in defining and describing the importance of people within the famous Toyota Production System . So I strongly recommend this book to everyone that want to understand the importance of People at every level within a Lean organization and how Toyota deals with People and People development at all levels .
In doing so , for sure Toyota is the model of the learning organization and leadership that management literature has been advocating since early 90s . Furthermore , I found Liker writing style excellent .
046 4 This Book is a good read . Gives a common sense approach to Business Process improvements and shows what to expect as results . I started reading this book way before Toyota recalls but find it interesting that the relevance of the content still remained the same even after all the recalls.Goes to show that the Toyota way is time tested . Has been very helpful in creating solutions and managing the business processes both in manufacturing and non manufacturing environments ( in the Human Resources and Financials functional areas ) .
One caution : The content may appear favoring Toyodas in the begining of the book but continuing through the chapters one realizes that it is difficult to take an unbiased approach and still narrate the story ! ! ! Enjoy
047 4 This review is from :
The Toyota Way ( Hardcover )
In spite of the recent embarrassing product recalls , Toyota remains a highly respected global leader . Jeffrey Liker's 2004 book on The Toyota Way summarizes 20 years of insightful study . He argues that the 4 - P model of Process , Philosophy , People / Partners and Problem Solving describes the four interdependent components required for long-term success .
Scattered throughout the text are descriptions of how and why other firms have failed to succeed in adopting lean manufacturing or The Toyota Way . They include : lack of senior management involvement or commitment , focus on tools / techniques without an emphasis on culture , overemphasis on cost reduction , lack of discipline to sustain flow improvements , emphasis on format / rules in ISO 9000 , inappropriate outsourcing , supplier abuse , and an overly narrow focus in six sigma on statistical techniques applied by experts . The book's insights and stories are valuable , but not totally persuasive .
The text provides good historical and contemporary background on Toyota's quality system and progress . It also describes and illustrates more than 30 of the quality tools and techniques in a non-technical manner . The book is well-written and well-organized , covering a massive amount of material effectively .
In addition to the many best practices quality techniques adopted by most Japanese and leading western firms today , Toyota emphasizes a few other management techniques which combine to make its approach unique . Within the context of 14 management principles , the author explains the value of cultural support for tools , the role of standardization as the basis for cumulative learning , the centrality of engineering and production , the use of appropriate technology , the benefits of experiential learning , the rationale for unit of one production , the role of inventory and goals in creating challenges to solve , the short-term blending of push and pull techniques , the extent of fail-safe practices , the nature of an enabling bureaucracy and the need to maintain key internal capabilities . The author does not always explain why these choices are necessary or exactly how they add value .
The author closes with an insightful list of 13 Tips for Transitioning Your Company to a Lean Enterprise . Dr . Liker is an unapologetic true believer in The Toyota Way . His advice to those who do not share his commitment is the weakest part of a very highly valuable reference work on Toyota and Lean Production . [ Non-committed ] top leaders should pick and choose from whatever tools are out there to improve processes for the short term , make a bundle of money , and go do something else . This is tantamount to admitting the company will never be a learning enterprise , or a great company , and it is only interested in cutting and slashing waste to look good for the short term .
048 4 In spite of the recent embarrassing product recalls , Toyota remains a highly respected global leader . Jeffrey Liker's 2004 book on The Toyota Way summarizes 20 years of insightful study . He argues that the 4 - P model of Process , Philosophy , People / Partners and Problem Solving describes the four interdependent components required for long-term success .
Scattered throughout the text are descriptions of how and why other firms have failed to succeed in adopting lean manufacturing or The Toyota Way . They include : lack of senior management involvement or commitment , focus on tools / techniques without an emphasis on culture , overemphasis on cost reduction , lack of discipline to sustain flow improvements , emphasis on format / rules in ISO 9000 , inappropriate outsourcing , supplier abuse , and an overly narrow focus in six sigma on statistical techniques applied by experts . The book's insights and stories are valuable , but not totally persuasive .
The text provides good historical and contemporary background on Toyota's quality system and progress . It also describes and illustrates more than 30 of the quality tools and techniques in a non-technical manner . The book is well-written and well-organized , covering a massive amount of material effectively .
In addition to the many best practices quality techniques adopted by most Japanese and leading western firms today , Toyota emphasizes a few other management techniques which combine to make its approach unique . Within the context of 14 management principles , the author explains the value of cultural support for tools , the role of standardization as the basis for cumulative learning , the centrality of engineering and production , the use of appropriate technology , the benefits of experiential learning , the rationale for unit of one production , the role of inventory and goals in creating challenges to solve , the short-term blending of push and pull techniques , the extent of fail-safe practices , the nature of an enabling bureaucracy and the need to maintain key internal capabilities . The author does not always explain why these choices are necessary or exactly how they add value .
The author closes with an insightful list of 13 Tips for Transitioning Your Company to a Lean Enterprise . Dr . Liker is an unapologetic true believer in The Toyota Way . His advice to those who do not share his commitment is the weakest part of a very highly valuable reference work on Toyota and Lean Production . [ Non-committed ] top leaders should pick and choose from whatever tools are out there to improve processes for the short term , make a bundle of money , and go do something else . This is tantamount to admitting the company will never be a learning enterprise , or a great company , and it is only interested in cutting and slashing waste to look good for the short term .
050 4 For anyone seriously interested in lean management , this is not the only book you have to read . Toyota Way vs . Lean Thinking ? Personally I believe that Lean Thinking does a better job in describing the philosophy behind lean , which perhaps is especially important for those of you who want to implement lean in an organisation outside the automotive industry , e.g . in the public sector . Lean is a philosophy , not just a bunch of tools .
The Toyota Way is a good start for everybody interested in lean management in general and lean production in particular . For people in the automotive industry I think it's especially interesting and eye-opening . Unfortunately the book lacks in critical analysis of Toyota Production System , which can be quite irritating towards the end of the book . Sometimes the author is too positive about Toyota and I think he should have highlighted more of the flaws that must exist at Toyota as in any other company .
051 4 Like three books in one this book covers the history of the Toyota Way , the 14 principals of the Toyota Way , and how organizations can apply the Toyota Way . While it is not a quick read it does read well for a business book .
This book emphasizes the philosophy and long term thinking that embody the foundation of the Toyota Way . While many lean practitioners are familiar with the tools of the Toyota Production System ( TPS ) not all understand why Toyota has been able to apply them so effectively . It all comes down to the culture created by the Toyota Way ; described in the book as a consistent way of thinking , a total management philosophy , focus on total customer satisfaction , an environment of teamwork and improvement , a never ending search for a better way , quality built in process , organized & disciplined workplace , and evolutionary .
The book goes into depth on several concepts that make the Toyota Way different from most Western companies . These include Hansei ( self reflection ) , Genchi Genbutsu ( personal involvement ) , Hoursnsou ( method for receiving advise ) , Jishuken ( voluntary study groups ) , and Nemawashi ( consensus building ) .
052 4 Heard the CD version of THE TOYOTA WAY by Dr . Jeffrey Liker ,
a professor of Industrial and Operations Engineering at the University
of Michigan .
Dr . Liker has studied Toyota for some 20 years and , in particular ,
the 14 management principles and philosophy that drive the
company's quality and efficiency-obsessed culture . . . he then
proceeds to take his research to show how it can be applied
to any organization , whether in services or manufacturing .
The key is to create a culture of continuous learning and
improvement . . . best of all , this isn't rocket science . . . as
pointed out in the Preface , Dr . Liker remembers asking Fujio Cho
( president of Toyota Motor Company ) what was remarkable
about his company's success . . . his response was simply :
* The key to the Toyota Way and what makes Toyota stand out is not
any of the individual elements . . . . But what is important is having all
the elements together as a system . It must be practiced every day
in a very consistent manner .
Given that I own and love a Toyota ( the Avalon ) , I had a particular
interest in this book given that I wanted to see what helped
make my vehicle as fine a car as it is . . . THE TOYOTA WAY
gave me some valuable insights as to why that was the
case . . . in addition , it gave me many ideas with respect to
how to better assess what other companies need to do to
become better and more competitive in the marketplace .
053 4 This is a great book . I have read Lean Thinking and The Machine that Changed the World and those are very good books , but The Toyota Way definitely does a great job explaining the Toyota Way principles and their applications . This book is very easy to read and you will not want to stop reading . Chapters are short giving you the sense that you are moving forward faster . If you want to really understand the history , the thinking , and the principles of the TPS then you should consider reading this book as your first option . I didn't give it 5 out of 5 because then there is no room for continuous improvement .
055 4 This review is from :
The Toyota Way ( Hardcover )
This is an excellent book to uncover the beautiful simplicity of the Toyota Production System . Although simple is always best , with complicated cars , machines and huge sums of parts , it sometimes is lost in the jungle of the manufacturing floor . This is where a company's leadership is key to the success of the lean manufacturing endeavor . Obviously , the Toyoda family had a long line of brilliant individuals that have not only kept the principles alive , but continued to drive the company to record growth and profits . This book is very good for showing the way , but there is a lot more detail requred to actually implement the system . As an introduction to the system and the philosophies , this book is excellent . If you are looking to implement lean manufacturing , you will need more than one book to accomplish the task , and you will need leadership within your organization that is willing to change and embrace a new way . Most company efforts will collapse due to managment not having the stamina it takes to fully change their plant floor , their material flow and their processes . With the Toyota Production System , you are never done but you continue to look for improvement forever .
056 4 This is an excellent book to uncover the beautiful simplicity of the Toyota Production System . Although simple is always best , with complicated cars , machines and huge sums of parts , it sometimes is lost in the jungle of the manufacturing floor . This is where a company's leadership is key to the success of the lean manufacturing endeavor . Obviously , the Toyoda family had a long line of brilliant individuals that have not only kept the principles alive , but continued to drive the company to record growth and profits . This book is very good for showing the way , but there is a lot more detail requred to actually implement the system . As an introduction to the system and the philosophies , this book is excellent . If you are looking to implement lean manufacturing , you will need more than one book to accomplish the task , and you will need leadership within your organization that is willing to change and embrace a new way . Most company efforts will collapse due to managment not having the stamina it takes to fully change their plant floor , their material flow and their processes . With the Toyota Production System , you are never done but you continue to look for improvement forever .
058 4 My employer has been implementing the Lean Concepts . I was a bit lost with alot of the terminology . Now that I have read most of the book , it has help me understand the terminology and I link it to the concept . I can't wait to finish reading it .
059 4 I am on my third reading of this book . It is a classic and greatly enjoyable as well as educational and informative . I think every manufacturing professional should read it . I also recommend the book
Lean Six Sigma That Works : A Powerful Action Plan for Dramatically Improving Quality , Increasing Speed , And Reducing Waste
060 4 This review is from :
The Toyota Way ( Hardcover )
Jeffrey Liker clearly knows what he writes about . The book is the result of more than a decade of study , on site visits and interviews with several Toyota key people . It describes 14 toyota principles , which go through the Toyota Philosophy , the Toyota Production System , the relationship with employeees , customers , suppliers and partners , and a focus on continuous improvement . No wonder Toyota is one of world top most admired companies !
Very interesting is also the Japanese management principles and mindset - slow but determined , patient , self-reflection , learning by actuall observation and doing , consensus seeking , and managing for the long term .
By coincidence , yesterday ( 6 / Sep / 2007 ) the news came up that Jim Press ( American Toyota President ) was hired by Chrysler - I can imagine why .
061 4 Jeffrey Liker clearly knows what he writes about . The book is the result of more than a decade of study , on site visits and interviews with several Toyota key people . It describes 14 toyota principles , which go through the Toyota Philosophy , the Toyota Production System , the relationship with employeees , customers , suppliers and partners , and a focus on continuous improvement . No wonder Toyota is one of world top most admired companies !
Very interesting is also the Japanese management principles and mindset - slow but determined , patient , self-reflection , learning by actuall observation and doing , consensus seeking , and managing for the long term .
By coincidence , yesterday ( 6 / Sep / 2007 ) the news came up that Jim Press ( American Toyota President ) was hired by Chrysler - I can imagine why .
062 4 Any business owner , manager or individual team member who wonders how companies improve should read this . If you wonder why some people love lean processes while others say it does not work should read this book .
I've been a manufacturing engineer since 1981 , and I joined a lot of start-up companies because I love the growth and development phase of building a company up . Some worked , some did not . This book has a nice way of explaining what Toyota does and what the others fail to do .
063 4 One of my clients saw this book in an airport stand and asked me if it was worth reading . I read the book out of mere curiosity and was totally engrossed . It is well-organized , simple , and clear . While not all companies can implement the Toyota Production System , there are certainly great ideas in this book that can be implemented by any company .
065 4 This is an excellent , in-depth examination of the Totoya Way and the Toyota Production System . A must read for anyone wanting to understand the culture that is the foundation of lean production . Useful information can be gleaned and adapted to almost any profession , not just manufacturing . Well worth reading .
067 4 Very interesting real life example of what Lean Thinking is all about . Also , a very interesting look into how corporate culture has such a strong impact on the business .
068 4 I think this book is the first one for a general audience that explains the management principles and business philosophy behind Toyota's worldwide reputation for quality and reliability .
069 4 There are very few books or papers available to give details on Toyota DNA in a plain english and that too with examples .
Thank you Dr.Liker for doing excellent job and looking forward to see your next book .
I completely agree with what Dr . Liker described in Principles 8 and 11 , as I was fortunate to experience Toyota Way as a supplier .
Dr Liker's next book The Toyota Way Fieldbook is to be released at the end of this month ( Sep 2005 ) and I am one of the many eagerly waiting to read it .
070 4 Prior to Liker's book one of the few true glimpses of Toyota's culture came from the English translation of Taiichi Ohno's monograph . Jeffery Liker opens a very rare and perceptive window on the underlying culture of this organization . The significance of this perspective is such that the book has already been translated into Japanese .
David Hurst has suggested that Toyoda and Ohno did not invent a technology at Toyota as much as invent a sociotechnical system . Liker allows us to see into the underlying culture that gives rise to this particular sociotechnical system and he does so without letting his own cultural lens fog the view . The underlying concept of the company as a system or even a family , and a long-term one at that , is still very common in Japan but quite foreign in some other parts of the world . We still have a great deal yet to learn from that .
There are a number of Japanese corporations that have been around since the 16th and 17th centuries , Toyota is just a new boy on the block , but I'm picking that it will be around for quite a while to come . There is a generosity of spirit present in this book that allows outsiders to see the inner workings of this company , make the most of it .
071 4 Jeff Liker does it again . For those who have read and enjoyed his previous book , Becoming Lean : Experiences of U.S . Manufactures , ( 1998 Shingo Prize ) it gives practical insight into the transformation process from those who lead the process . The Toyota Way gives insight into how business philosophy must change and evolve in order to support a true transformation . At the core of a true business change is not the techniques , tools , or methods , but an attitude toward the business and a way of life .
The book , The Toyota Way , is worth reading from cover-to-cover and should also be re-referenced as one tries to guide their business , themselves , and others through the deep changes that must occur to truly transform to a lean enterprise . Dr . Liker reveals how the fourteen principles have been applied at Toyota using practical examples from new car development programs , daily functions , and major international business decisions . The Toyota Way applies to all levels of activities and people . But the only way for others to accomplish their own Toyota Way is to read this book and start to apply its lessons directly - by learning by doing .
072 4 If you read only one book about the Toyota Production System , make it Dr . Liker's The Toyota Way . Well researched and well written , it captures the essence of Toyota's business system - a management philosophy of empowering people to achieve a culture of continuous improvement . It's required reading for our executive clients , and strongly recommended for all business leaders . A landmark book .
Mark Edmondson
President
www.LEANaffiliates.com
073 4 I found this book to be very useful in describing the overall Toyota philosophy as well as the principles of Lean Manufacturing . If you desire to build a business based on continuous process improvement , superior customer value and long-term thinking , this book provides an excellent model for building your own corporate culture along a proven Toyota methodology . I ordered additional copies for all of our Sr Mgmt . . . excellent book . . . highly recommended .
074 4 If you read the other reviews here , you will buy this book . Here's what those other reviews do not say .
If you read this book , you will never buy another brand of car the rest of your life , ( Toyota , Lexus & Scion ) . Unless of course you work for some other car company . This book supports years of industry analysis and data proving that Toyota is decades ahead in the management of quality improvement . Anyone who disagrees , doesn't quite know the whole story .
I disagree with a few reviews which imply or state that there's nothing Earth-shattering here . The old stuff is here too , 14 points , Kaizen , etc . , but the single most profound developemnt in this book is the change in the production method to discard the traditional linear thinking of production processes , for cars normally a four step and four year process , ( traditionally 5 to 6 in the U.S . , pg . 59 ) , for a dramatic and profound process of tandem development which reduces total production time to 12 months or less ( for NEW vehicle types ) .
The other profound principle left unmentioned is Toyota's direct and public commitment to do the right thing . For Toyota sure , but also for customers and for the world .
You won't be surprised to know my wife and I each own a Toyota , she a Prius ( possibly best car on the market for a variety of reason , see Popular Mechanics article ) , and me a Matrix ( very cool , way cooler than my Previa ) .
This book is important for anyone to read , not just those in the industry . It brings home the facts about improvement and begs the question : Why don't ALL companies use these principles ?
075 4 I have been in manufacturing for twenty years and this book is one of 8 or 10 that I would say are bedrock foundations for the field . So why not 5 stars ? That is the key question in this often over-hyped book . The Toyota Way is a tool-chest full of useful methods to implement in any sort of factory . It is an outstanding basis for a class of any length on manufacturing methods and can apply as well to a construction equipment factory as it does to making kitchen cabinets in a garage ( I have applied in both situations ) . Ultimately , though , it is not a bible .
This is fallacy with the Toyota Way and how it is usually presented . So many people see it as the only book to use in setting up manufacturing and it is far from that . Pick and choose from the many techniques in the book , experiment with them , and reflect with true Hanshei on what applies to your business ( or garage ) .
076 4 This book was my first real introduction to the Toyota Production System ( TPS ) . I bought it looking for a starting point , and it served its purpose . That being said , I found it to be a bit vague and long-winded . I think major portions of the text could have been cut out while still conveying the same material .
If you want a high-level overview of the TPS from an outside third-party , this book might be for you . If you're looking for specifics from one of the creators of the system , _ Toyota Production System : Beyond Large-Scale Production _ might be more your speed .
079 4 This book has changed my life . It has changed the way I see business and management . Along with The Toyota Production System by Taiichi Onno , this book is simply genius . The toyota Talent and The Toyota Culture are high in my long books wish list . I am applying the principles to my everyday life , not only to my business and I am witnessing amazing results .
The management principles related to human resource management are the ones I have been more able to implement , and I can tell I am now proud of the culture we have achieved in our very small enterprise . The alignmment towards a common vision by all members of the team gives us a feeling as Mr . Taiichi describes in The Toyota Production System as being part of something great and unique , even when the dollar amounts in our accounts are indicating otherwise . There are no short-term results focus in our organization . We are and have a customer-centric culture . We are far from being a true lean enterprise but we are in our way , and it couldnt have been done without the insight provided by this book . I read it twice and I am looking forward to read it again .
I feel the need to congratulate and say thanks to Prof . Liker . You have done an awesome job at describing one of the most impressive orgaizations of all times . I hope the following books are on par to this one , although I am honestly not waiting all that much ( I think it is more than difficult to at least match or even get to the same level of this work ) .
If I have to recommend one business book only , this one would be my pick and the second is not close . . .
080 4 After Allied Forces decimated the Japanese geography , spirit and psyche with atomic weapons in World War II - nobody thought anything would rise from the ashes of the Country of the Rising Sun . However , within a single generation , that nation has become one of the most affluent consumer markets in the world and a global leader in many industries . In fact , given the recent bankruptcies of U.S . car makers , Chrysler and General Motors , the international market dominance of Toyota is even more miraculous . University of Michigan professor and author , Jeffery Liker writes about his year-long research project at Toyota to help divine its success secrets . Dr . Liker's book , The Toyota Way , is an operational management treatise that focuses on the company's lean production and just-in-time inventory practices . However , Soundview recommends this book because Dr . Liker goes farther and shows how the commitment to process has led to an organizational discipline that permeates every aspect of the Toyota business model and how it can be duplicated at other organizations . It makes you wonder where GM and Chrysler might be if executives at those Detroit-based companies had adopted the book's Toyota-tested principles of a long-term outlook coupled with problem solving , partnership , process and empowerment .
083 4 A good book on the Toyota Production System ( TPS ) and Lean manufacturing . Liker does a good job of explaining both . I especially liked his cautions about mis-using Lean principles and pitfalls to failure .
Like most business books , the important stuff could have been expressed in many fewer pages . Liker almost gushes about Toyota to the extent that it somethimes reads as a vanity or promotional publication by Toyota - this makes me wonder if it really presents a balanced perspective .
Overall , I recommend it to anyone interested in Toyota or Lean .
084 4 Great expose of the attitude of one of the worlds most impressive business organizations . Detailed , but not cumbersome . More than just another how to manual . A must read for decision makers in any business .
086 4 Since the author is a professor , I'd originally hoped for a balanced coverage . But the book did not explore the shortcomings of The Toyota Way . Knowing both the pros and cons would have given us a much deeper understanding .
For example , the American auto companies are still in business long after Japanese cars surpassed American cars in quality - - so the American companies must have done something right , too , like inventing the minivan and SUV markets . Therefore , there's got to be some strategic shortcomings of The Toyota Way .
Another example . . . the book's case study of the new Sienna minivan is not such a shining example , in my opinion . The chief engineer has to drive across North America to discover the advantage of having multiple cup holders ? ? ? American cars / vans have had that feature for years ! He had to observe the loading of wood planks into a Honda Odyssey to be convinced for the large body size ? ? ? Then The Honda Way was already better than The Toyota Way , and in any case , all American vans / trucks have had the size advantage for decades ! Besides , reading an issue of The Consumer Report magazine could give you the same info . So , the question is not how The Toyota Way helped discovering those good features in the car , but why it took so long ?
Despite the above , I think this is a great book that clearly articulated The Toyota Way from technique to philosophy . Recommended !
087 4 I enjoyed this book and learned a lot from it . The book is not a fun vacation poolside read , but it is not a totally boring academic text either . If you work in a large-scale manufacturing facility , or if you are just curious about best practices in business , The Toyota Way is like gospel . This book covers all of the hip Japanese shop floor slang , such as muda , genchi genbutsu and nemawashi . There are informative diagrams , thorough explanations and good business anecdotes throughout the book .
You might also like the book ' All I Need to Know About Manufacturing I Learned in Joe's Garage ' by William B . Miller , which is an elegantly simple read about the fundamentals of The Toyota Way .
088 4 This is one of a good book on productivity improvement .
For the American boss , if you want to implement TPS ( Toyota production system ) , then you need to change the working culture in your organization .
As a boss , if you think you are not the type of person as indicated in this book ( like to dirty your hands ) and you want to implement TPS ; Get a General Manager who have the determination to implement TPS , give him full responsibility to implement .
As a word of caution , employing a TPS consultant will only survive as long as the consultant is around , once the consultant left , the working culture will be back to its original form .
089 4 This was an excellent book in its own right , focusing on the pillars of excellent that define Toyota's success and discussing how it can or can't be applied to both culturally and technically different fields . The only issue I had with it was the lack of detailed discussions ( perhaps because of NDAs ? ) of what precisely was done to , say , get one-piece-flow in some service organizations . I just had trouble picturing the transformation of machines , people , and services into concrete metrics that justified the work done - and that cuts across most of the examples in the book . While I'm as much of a fan of facts over metrics as anybody who is skeptical of statistics , I still like to see some way to measure return on investment or increased efficiency after a rollout is complete .
The bigger benefit , though , is that this book catalogs the root from which a lot of the Lean and Agile work in the software development community has taken its cues . In that conversion to software , some of the fundamental pieces , like jidoka ( stopping to fix problems to get quality right the first time ) have largely been lost , as have many of the more philosophical principles that supported the long-term success . If you're building your own process cocktail and are already fairly well-versed in Scrum , Crystal , XP , DSDM , and FDD , this is a great book to pick up to make sure you haven't lost some of the overarching philosophy .
091 4 What a clear explanation of management principles . Anyone who runs any sort of company , or even a single household , can profit by reading this book . The many graphs are clear , clever , and illuminating . The book goes so much beyond the more simple lean theory I had read about before .
092 4 This review is from :
The Toyota Way ( Hardcover )
I work in the shipping department for a newer Toyota supplier and was intrigued by the way TMMI pulled orders , so I picked up this book on my own . It is a lot of information to digest , but I thought worth it . A lot of times I was laughing as I read because I remember a couple of years ago when everything at my employer was 5S this , lean that - only they had it all wrong and management's interest fizzled after a couple of months . In the case of our plant manager , thirty years of manufacturing experience puts him at a disadvantage , especially with the concept of producing in small quantities and doing more version changes . I think management should definitely get with this program , because soon it will be what has to happen to be competitive .
094 4 Liker's book is no simple summary of the practices in Toyota's lean toolkit . In fact , he spends a considerable amount of time analyzing the problems U.S . lean sites have encountered when adopting lean tools without fully permeating the principles and philosophies throughout the organization's culture . The examples he cites underline this important deficiency and are worth the price of the book alone .
The chapters on the development of the Lexus and Prius are particularly compelling . Toyota's holistic development approach offers all industries a fine example of how product development should be done .
095 4 This review is from :
The Toyota Way ( Hardcover )
Knowing all the lean tools and having implemented many of them , there still seems to be something missing . While this book discusses the Lean tools , it also discusses what makes them effective . It discusses , the history , mindset , and environment that created and made Lean Manufacturing today .
This book is not for the Lean Champion but for the CEO , the Divisional VP , the Plant Manager , especially in those situations where Lean just has not or is not living up to the expectations .
096 4 Knowing all the lean tools and having implemented many of them , there still seems to be something missing . While this book discusses the Lean tools , it also discusses what makes them effective . It discusses , the history , mindset , and environment that created and made Lean Manufacturing today .
This book is not for the Lean Champion but for the CEO , the Divisional VP , the Plant Manager , especially in those situations where Lean just has not or is not living up to the expectations .
097 4 This review is from :
The Toyota Way ( Hardcover )
In spite of recent Toyota automotive design failures , this book addresses how to efficiently manufacture product . If you have exhausted other ideas on how to improve your processes and be competitive , I would highly recommend this book .
098 4 In spite of recent Toyota automotive design failures , this book addresses how to efficiently manufacture product . If you have exhausted other ideas on how to improve your processes and be competitive , I would highly recommend this book .
099 4 My disclaimer : As with any opinion , it is only my opinion and these reviews will vary depending on who reads the book and what the reader is looking for . I look for ways to improve businesses , this book shares many ideas and gives many applicable take-a-ways .
On a 1 to 5 scale , 5 being the best :
Readability : 1 I could handle about fifteen minutes of reading before I took a rest from it . Good reading when you would like to be knocked out . ( That doesn't take from just how good this book is ! )
Information and
new ideas : 5 There are a ton of ideas in this book that can be innovated on and used in other businesses .
Applicable Ideas : 5 Ditto . Tons .
Value : 5 It'll give you much more than the 20 dollars or so that it cost buy the book .
I give it a 5 overall . The reading is very dry , but it is loaded with valuable ideas that are applicable in just about any business . Remember that Toyota has been leading the automotive industry in quality for years . Who else to learn from than the best ?
Good job Mr . Liker
Rip Walker
Author :
Rip's Book of Common Sense Selling : Improving Sales Through Process Implementation
102 4 I am half way done with Toyota Way and would recommend this book to anyone looking for a thorough analysis of process and change . I do not work in manufacturing but am reading the book for ideas to apply in the service industry . The author has suggestions for services industries while talking about manufacturing - - - there are specific sections for service industry .
103 4 Book is an excellent guide to thinking outside the box to adapt conveyer line assembly work to construction projects .
104 4 Liker is no doubt an expert on this subject , and being in the auto industry , his subject is definitely one worth studying . However , the intelligent reader with some knowledge of lean manufacturing would be better off reading the summary of this book and not the book itself .
The Machine That Changed The World is a study of lean manufacturing in general , not just Toyota . It gives the whole picture and compares it against European and NA manufacturing methods , a comparison I find more valuable than just learning about Toyota alone .
Nonetheless , Toyota is potentially the best-run manufacturing company in the world , and one of the best-run companies in general . Their ability to use bureaucracy in the positive way it was originally intended - rules and order for continuous improvement - is a best-practice for manufacturing and should be studied and taken seriously . Their values center around employees and the customer - not profits . All of this may seem like jargon , but it's reality . This is what gives this book three stars and may be worth your time .
107 4 Somebody has to find a way to make this subject realistic and interesting , but this book ain't it . You ought to try to read this book . You really need to absorb the material . Just know that it won't be easy .
That being said , this is probably the standard book on the subject , and you ought to have it on your shelf . I point at mine a lot . Once you fight your way through it , you probably will too .
108 4 This review is from :
The Toyota Way ( Hardcover )
This book is interesting , but I wish there were more anecdotes . The principles are repeated over and over and the book is a difficult read . I find myself only able to go for 30 minutes at a time max . Does contain some valuable information , but it could be condensed to less than half as long .
109 4 This book is interesting , but I wish there were more anecdotes . The principles are repeated over and over and the book is a difficult read . I find myself only able to go for 30 minutes at a time max . Does contain some valuable information , but it could be condensed to less than half as long .
110 4 As an employee of Toyota , I felt this book to be like an internal document to me , the depth of study the author has done being reflected in this book .
The approach is typically American , always comparing between mass production & TPS and thus showing merits of TPS . I would have liked an approach that does not compare with mass production , but with other lean companies ( Author has done this to some extent , to be frank with you all ) .
May be there is a lot of people around who believe in mass production and author has to take the message across to them also .
Whatever said and done , this book is unique because of it's holistic approach to Toyota Way .
I would suggest the following to enjoy the book better .
1 . Do not think that Toyota Way is not only for Business , it can be applied effectively in day to day life .
( Try to apply the Sphagetti diagram when you are preparing your tea next time , you will see a lot of ways to improve the way you make tea ! )
2 . Do not get carried away by the examples given . Take a paper run your imagination and try to get a real life picture .
3 . Try to apply each principle in Simple day to day real life process . Read through the Book once . come back review and read the book again .
In a nutshell Feel the Toyota Way , dont just try to read it .
All Best for a good experience with Toyota Way .
115 4 The ideas presented in this book is great , but unfortunately the author is not keeping up with latest development in NUMMI plant .
Read a news article from this link to read what the Toyota own comment on NUMMI plant .
( . . . )
Quote . . .
After being named North America's second-best plant in 2001 behind Toyota's Canadian plant in Cambridge , Ontario , the Georgetown , Kentucky , Toyota plant ranked number 14 in the last J.D . Power survey .
The NUMMI plant in California is below Toyota standards , with quality scores of the Toyota Matrix and Pontiac Vibe , which is also built there , well down the rankings .
118 4 I acknowledge all of the benefits to the concepts in this book but it needs to tone down the glory on the Toyota quality first ideas . Toyota has the same type issues that are caused by rushing to market and putting quality last . The Prius is a recent example of this problem . You run out of gas and it looses the operating system due to battery drain . If quality was truly first with Toyota , then this type bug would have been discovered during testing .
