- Series: Business Books
- Hardcover: 562 pages
- Publisher: McGraw-Hill Education; 1 edition (2008)
- Language: English
- ISBN-10: 0071492178
- ISBN-13: 978-0071492171
- Product Dimensions: 6.3 x 1.4 x 9.3 inches
- Shipping Weight: 2.1 pounds (View shipping rates and policies)
- Average Customer Review: 4.4 out of 5 stars See all reviews (31 customer reviews)
- Amazon Best Sellers Rank: #261,484 in Books (See Top 100 in Books)
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Toyota Culture: The Heart and Soul of the Toyota Way (Business Books) Hardcover – 2008
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From the Back Cover
Toyota's proven system for investing in people
"A must-read for plant managers and lean thinkers alike. The book delves deep into the business practices that took Toyota Motor Corp. from its meager beginnings in 1930 to, as Liker puts it, 'the world's best manufacturer'...[it] explores how Toyota selects, develops, and motivates its people to drive excellence throughout the production process."--Industry Week magazine
The Toyota company-wide culture is the key ingredient in its success as the global leader in operational excellence. To help your company become the Toyota of your industry, leading Toyota authorities Jeffrey Liker and Michael Hoseus give you the inside scoop on creating and maintaining a people-centric culture that sustains consistent growth, innovation, profitability, and excellence. Drawing upon their unprecedented access to Toyota executives, managers, and factories across the globe, the authors show how you can build a culture of continuous improvement by:
- Attracting, developing, and engaging exceptional people
- Encouraging problem solving at all levels of your organization
- Making management accountable to employees
- Inspiring your people to be committed to the company, family, and community
- Turning your HR department into the arbitrators of fair and consistent daily practices
- Using a top-down and bottom-up planning process to involve everyone in achieving breakthrough goals
About the Author
Jeffrey K. Liker, the author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering at the University of Michigan and co-owner of consulting firm Optiprise.
Michael Hoseus is Executive Director of the Center for Quality People and Organizations. He worked for Toyota's Georgetown, Kentucky plant for more than 12 years as a group leader, assembly plant manager, and manager of human resources.
The Center for Quality People and Organizations is a Toyota-supported nonprofit organization dedicated to sharing the Toyota Way with education, community, and business organizations through the experience of former Toyota leaders.
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Top Customer Reviews
I really liked the contents of the book, but it was a tough, drawn out discussion. I am sure many will disagree with me, but I think the book could have been three quarters the size and still have delivered the intended message. It is not the type of book you can sit down and read in a couple of evenings. It took me almost two months to get through the whole book, and the person who recommended it to me said it took him several weeks. If you buy this book, make sure you have the patience and perseverance to read the whole thing.
Toyota Culture mainly covers HR practices and related policies. It describes this as "the people value stream". How does Toyota hire and train people (the detailed training processes are described in Toyota Talent). How do they grow inside the company. How does Toyota work with the local communities.
The book is separated in five parts:
- What is Toyota Culture?
- The Quality People Value Stream
- People Supporting Process
- Organizational Supporting Processes
- Learning from Toyota
The first part is some-of an introduction. It explores what "company culture" means by referring to the work of Ed Schein. Then it introduces "the people value-stream" which the rest of the book is organized around. Part 2 is about the value stream itself while part 3 and 4 are the supporting processes of the people value stream.
Part 2 talks about how Toyota does hiring and how they grow the people within the company. It starts with the hiring and from there onto the training part (which had some duplication with Toyota Talent) and then moved into problem solving, one of the essential parts of the Toyota culture. It ends with how Toyota builds its image and works with the local communities to improve the life of its employees.
The third part starts by looking at the Toyota organizational structure, work teams and the team leader role. From there it moves to safe workplaces and how the standard problem solving is also applied to workplace safety problems. The last 2 chapters are about visual management and servant leadership. How management acts as servants and teachers to the workers, enabling the value-added work.
The fourth part looks at organizational supporting processes and especially HR processes. Toyota still want people to have a job for life, even though this is not common outside Japan. It talks about how Toyota deals with ups and downs in resourcing and moves to HR policies and rewarding policies (an very interesting chapter!). Chapter 15 is a short introduction to Hoshin Kanri.
The last part is about learning from Toyota, the "what can you do" part which many books end with. The first two chapters describes a couple of Toyota Way implementations within Toyota itself, to try to learn from that. The last chapter (probably the best) looks at lean implementations and wonders why they fail. It tries to find general change recommendations to try to learn from Toyota while creating your own company culture.
Parts of the book were extremely good and, at other times, parts of the book were somewhat long and boring. I'd give it 4.5 stars if I had that possibility and decided to go to 5 stars since I felt the last chapter was really very good.
A couple of things that I didn't like. Most of the book talks about Toyota in the US and seldom talks about the Toyota culture in Japan. It's obvious the authors are most familiar with the Toyota US situation. Also, most of the book still has a manufacturing focus. There is very little about other functions (e.g. product development) within the book itself. The culture in the different functions is probably similar, but will also have differences. Things like organizational structures and teamwork will be different in the different functions and thats not covered.
All in all, another great Toyota book. Highly recommended for people who are interested in how Toyota works and why. I wouldn't recommend it as your first Toyota book, I'd probably then start with the Toyota Way book and move to this one after that.
And, once again Liker captures the essential message that what the management of Toyota does is not just a series of techniques, but rather a complex, interacting, systemic way of thinking. The attention to detail, the relentless, never-ending improvement and the ability to adhere to a basic set of values in the face of challenge after challenge is nothing short of extraordinary. Toyota deservedly sits on top of the competitive pile. No one does it better and, as this wonderful volume shows so clearly, it's damn hard work.
I have stopped wondering if America manufacturers will 'get it'. They won't. As much as The Toyota Way was a result of a particular time and a particular culture, our time (now) and our culture (just win, baby) preclude wide acceptance of these methods. Just read the book and imagine almost any of these management methods being adopted by American managers and you will see how wide the gulf truly is. And the unvarnished truth is that that gulf hasn't narrowed appreciably in the past 40 years.
But as a guide the book is extraordinarily useful. I would think it would be excellent reading for Human Resources professionals and Organizational Change and Organizational Development people.
It is a highly commendable effort and a very good book.
Most Recent Customer Reviews
Very well detailed breakdown of Toyota culture.Read more