The Toyota Way, explain 's Toyota 's unique approach to Lean--the 14 management principles and philosophy that drive Toyota 's quality and efficiency-obsessed culture. You 'll gain valuable insights that can be applied to any organization and any business process, whether in services or manufacturing. Professor Jeffrey Liker has been studying Toyota for twenty years, and was given unprecedented access to Toyota executives, employees and factories, both in Japan and the United States, for this landmark work. The book is full of examples of the 14 fundamental principles at work in the Toyota culture, and how these principles create a culture of continuous learning and improvement. You 'll discover how the right combination of long-term philosophy, process, people, and problem solving can transform your organization into a Lean, learning enterprise--the Toyota Way.

Table of Contents:
Foreword By Gary Convis Preface Acknowledgements Part One: The World ?Class Power Of The Toyota Way Chapter 1. The Toyota Way: Using Operational Excellence As A Strategic Weapon Chapter 2. How Toyota Became The World?s Best Manufacturer: The Story Of The Toyota Family And The Toyota Production System Chapter 3. The Heat Of The Toyota Production System: Eliminating Waste Chapter 4. The 14 Principles Of The Toyota Way: An Executive Summary Of The Culture Behind TPS Chapter 5. The Toyota Way In Action: The ?No Compromises? Development Of Lexus Chapter 6. The Toyota Way In Action: New Century, New Fuel, New Design Process--Prius Part Two: The Business Principles Of The Toyota Way Section I. Long Term Philosophy Chapter 7. Principle 1: Base Your Management Decisions On A Long Term Philosophy, Even At The Expense Of Short-Term Financial Goals Section II. The Right Process Will Produce The Right Results Chapter 8. Principle 2: Create Continuous Process Flow To Bring Problems To The Surface Chapter 9. Principle 3: Use ?Pull? Systems To Avoid Overproduction Chapter 10. Principle 4: Level Out The Workload (Heijunka) Chapter 11. Principle 5: Build A Culture Of Stopping To Fix Problems, To Get Quality Right The First Time Chapter 12. Principle 6: Standardized Tasks Are The Foundation For Continuous Improvement And Employee Empowerment Chapter 13. Principle 7: Use Visual Control Ao No Problems Are Hidden Chapter 14. Principle 8: Use Only Reliable, Thoroughly Tested Technology That Server People And Processes Section III: Add Value To The Organization By Developing Your People And Partners Chapter 15. Principle 9: Grow Leaders Who Thoroughly Understand The Work, Live The Philosophy, And Teach It To Others Chapter 16. Principle 10: Develop Exceptional People And Teams Who Follow Your Company?s Philosophy, And Teach It To Others Chapter 17. Principle 11: Respect Your Extended Network Of Partners And Suppliers By Challenging Them And Helping Them Improve Section IV: Continously Solving Root Problems Drives Organizational Learning Chapter 18. Principle 12: Go And See For Yourself To Thoroughly Understand The Situation Chapter 19. Principle 13: Make Decisions Slowly By Consensus, Thoroughly Considering All Options; Implement Decisions Rapidly Chapter 20. Principle 14:Become A Learning Organization Through Relentless Reflection (Hansei) And Continuous Improvement (Kaizen) Part Three: Applying The Toyota Way In Your Organization Chapter 21. Using The Toyota Way To Transform Technical And Service Organizations Chapter 22. Build Your Own Lean Learning Enterprise, Borrowing From The Toyota Way Bibliography Recommended for Further Reading Index