| Introduction | |
The Toyota Way Fieldbook is a companion to the international bestseller The Toyota Way. The Toyota Way Fieldbook builds on the philosophical aspects of Toyota's operating systems by detailing the concepts and providing practical examples for application that leaders need to bring Toyota's success-proven practices to life in any organization. The Toyota Way Fieldbook will help other companies learn from Toyota and develop systems that fit their unique cultures. The book begins with a review of the principles of the Toyota Way through the 4Ps model-Philosophy, Processes, People and Partners, and Problem Solving. Readers looking to learn from Toyota's lean systems will be provided with the inside knowledge they need to
The depth of detail provided draws on the authors combined experience of coaching and supporting companies in lean transformation. Toyota experts at the Georgetown, Kentucky plant, formally trained David Meier in TPS. Combined with Jeff Liker's extensive study of Toyota and his insightful knowledge the authors have developed unique models and ideas to explain the true philosophies and principles of the Toyota Production System. | |
| About the book | |
Your hands-on guide to the secrets of Toyota's success! Jeffrey Liker first revealed the management principles Toyota's worldwide reputation for quality and reliability in the international bestseller The Toyota Way. Now, he and Toyota veteran David Meier take those lessons a step further with The Toyota Way Fieldbook. You'll receive the diagnostic tools, worksheets, and exercises--many adapted from Toyota originals--so you can craft the most effective approach for your organization. Learn how to develop a long-term philosophy of cost reduction, build a culture that stops to fix problems quickly, develop leaders that live your system, and transform your company into a true lean learning organization that continuously improves, meets the needs of its customers, and positions itself for long-term success. Most importantly, you'll understand the thinking behind lean tools and approaches so you can implement Toyota's 4P Model for success in your organization: Philosophy--The company is a vehicle for adding value to customers, society, the community, and its associates. Process--When leaders follow the right process they get the right results, including long-term cost-reduction and quality improvement. People and Partners--Add value to an organization by challenging its people and partners to grow and become more skilled and confident. Problem solving--Continuously solve root problems to drive organizational learning. | |
| About the author | |
Jeffrey K. Liker, the author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering and cofounder and Director of the Japan Technology Management Program at the University of Michigan. His work has appeared in The Harvard Business Review, Sloan Management Review, and other leading publications. David Meier is the President of Lean Associates and was Group Leader for Toyota Motor Manufacturing for ten years. He helps other organizations across many industries learn from the Toyota Way. | |
| Table of contents | |
Part I. Learning From Toyota
Part II. Why Does Your Company Exist
Part III. Creating Lean Processes Throughout Your Enterprise
Chapter 4. Create Initial Process Stability Chapter 5. Create Connected Process Flow Chapter 6. Establish Standardized Processes And Procedures Chapter 7. Leveling: Be More Like The Tortoise Than The Hare Chapter 8. Build A Culture That Stops To Fix Problems Chapter 9. Make Technology Fit With People And Lean Processes Part IV. Develop Exceptional People And Partners
Chapter 11. Develop Exceptional Team Associates Chapter 12. Develop Suppliers And Partners As Extensions Of The Enterprise Part V. Root Cause Problem Solving For Continuous Learnming
Chapter 14. Develop A Thorough Understanding Of The Situation And Define The Problem Chapter 15. Complete A Thorough Root Cause Analysis Chapter 16. Consider Alternative Solutions While Building Consensus Chapter 17. Plan-Do-Check-Act Chapter 18. Telling The Story Using An A3 Report Part VI. Managing The Change
Chapter 20. Leading The Change | |
