The Toyota Management System: Linking the Seven Key Functional Areas [Hardcover]

Yasuhiro Monden (Author)

Book Description

Publication Date: February 1993 | ISBN-10: 1563270145 | ISBN-13: 978-1563270147

Here is the first comprehensive and systematic explanation of the management system that drives the world's leading automaker. The development of JIT production at Toyota and the company's achievement of unprecedented levels of productivity were made possible by its supportive, integrated management system. This book reveals for the first time exactly how that management system works. It looks carefully at each of Toyota's seven management subsystems and how they work as an integrated whole.

--This text refers to the Paperback edition.

Editorial Reviews

Language Notes

Text: English (translation)
Original Language: Japanese

Product Details

• Hardcover: 222 pages
• Publisher: Productivity Pr (February 1993)
• Language: English
• ISBN-10: 1563270145
• ISBN-13: 978-1563270147
• Product Dimensions: 9.1 x 6.6 x 1.1 inches
• Shipping Weight: 1.6 pounds
• Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)
• Amazon Best Sellers Rank: #2,079,604 in Books (See Top 100 in Books)

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Most Helpful Customer Reviews

2 of 2 people found the following review helpful:

5.0 out of 5 stars A lucid how and why explanation of a revolutionary managerial approach., September 9, 2005

By 

Vinay Varma "VinVar" (India) - See all my reviews

This review is from: The Toyota Management System: Linking the Seven Key Functional Areas (Classics in Paperback) (Paperback)

Monden's book on the Toyota Management System emphasizes that the productivity of Toyota is not the result of any single factor like just-in-time manufacturing or total quality control, but a synergy of new thinking in many different areas: financial management; costing; functional organization; production management; product development management; international strategy; personnel management etc.

He dwells longer on costing methods especially target costing and kaizen (processual improvement) costing methods and Toyota's use of IT to leverage and enable just-in-time purchasing, production and marketing.

He also explains how Toyota's focus on generating internal capital rather than inviting external investment; having a flat organizational structure with workforce level responsibility; domain and functional organization; etc. contributed to Toyota's phenomenal growth.

On the flip side, he leaves you wanting for more information by dropping interesting hints at some places and leaving the ensuing questions unanswered. But this does not dilute the merit of the book.