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The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer 1st Edition

by Jeffrey Liker (Author)

4.6 2,110 ratings

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The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer
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How to speed up business processes, improve quality, and cut costs in any industry

In factories around the world, Toyota consistently makes the highest-quality cars with the fewest defects of any competing manufacturer, while using fewer man-hours, less on-hand inventory, and half the floor space of its competitors. The Toyota Way is the first book for a general audience that explains the management principles and business philosophy behind Toyota's worldwide reputation for quality and reliability.

Complete with profiles of organizations that have successfully adopted Toyota's principles, this book shows managers in every industry how to improve business processes by:

Eliminating wasted time and resources
Building quality into workplace systems
Finding low-cost but reliable alternatives to expensive new technology
Producing in small quantities
Turning every employee into a qualitycontrol inspector

From the Publisher

Dr. Jeffrey K. Liker is a professor of industrial and operations engineering at the University of Michigan and cofounder and director of the Japan Technology Management Program at the University of Michigan.

From the Back Cover

"This book will give you an understanding of what has made Toyota successful and some practical ideas that you can use to develop your own approach to business."--Gary Convis, former Managing Officer of Toyota
Fewer man-hours. Less inventory. The highest quality cars with the fewest defects of any competing manufacturer. In factories around the globe, Toyota consistently raises the bar for manufacturing, product development, and process excellence. The result is an amazing business success story: steadily taking market share from price-cutting competitors, earning far more profit than any other automaker, and winning the praise of business leaders worldwide.
The Toyota Way reveals the management principles behind Toyota's worldwide reputation for quality and reliability. Dr. Jeffrey Liker, a renowned authority on Toyota's Lean methods, explains how you can adopt these principles--known as the "Toyota Production System" or "Lean Production"--to improve the speed of your business processes, improve product and service quality, and cut costs, no matter what your industry.
Drawing on his extensive research on Toyota, Dr. Liker shares his insights into the foundational principles at work in the Toyota culture. He explains how the Toyota Production System evolved as a new paradigm of manufacturing excellence, transforming businesses across industries. You'll learn how Toyota fosters employee involvement at all levels, discover the difference between traditional process improvement and Toyota's Lean improvement, and learn why companies often think they are Lean--but aren't.
The fourteen management principles of the Toyota Way create the ideal environment for implementing Lean techniques and tools. Dr. Liker explains each key principle with detailed, examples from Toyota and other Lean companies on how to:

Foster an atmosphere of continuous improvement and learning
Create continuous process "flow" to unearth problems
Satisfy customers (and eliminate waste at the same time)
Grow your leaders rather than purchase them
Get quality right the first time
Grow together with your suppliers and partners for mutual benefit

Dr. Liker shows the Toyota Way in action, then outlines how to apply the Toyota Way in your organization, with examples of how other companies have rebuilt their culture to create a Lean, learning enterprise. The Toyota Way is an inspiring guide to taking the steps necessary to emulate Toyota's remarkable success.

What can your business learn from Toyota?

How to double or triple the speed of any business process
How to build quality into workplace systems
How to eliminate the huge costs of hidden waste
How to turn every employee into a quality control inspector
How to dramatically improve your products and services!

With a market capitalization greater than the value of General Motors, Ford, and Chrysler combined, Toyota is also, (by far), the world's most profitable automaker. Toyota's secret weapon is Lean production--the revolutionary approach to business processes that it invented in the 1950's and has spent decades perfecting. Today businesses around the world are implementing Toyota's radical system for speeding up processes, reducing waste, and improving quality.
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.

About the Author

Dr. Jeffrey K. Liker is Professor emeritus of industrial and operations engineering at the University of Michigan and cofounder and President of Liker Lean Advisors, LLC.

ISBN-10

0071392319
ISBN-13

978-0071392310
Edition

1st
Publisher

McGraw Hill
Publication date

January 7, 2004
Language

English
Dimensions

6.2 x 1.1 x 9.2 inches
Print length

330 pages
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Product details

Publisher ‏ : ‎ McGraw Hill; 1st edition (January 7, 2004)
Language ‏ : ‎ English
Hardcover ‏ : ‎ 330 pages
ISBN-10 ‏ : ‎ 0071392319
ISBN-13 ‏ : ‎ 978-0071392310
Item Weight ‏ : ‎ 1.44 pounds
Dimensions ‏ : ‎ 6.2 x 1.1 x 9.2 inches

Best Sellers Rank: #68,715 in Books (See Top 100 in Books)
- #5 in Lean Management
- #11 in Quality Control (Books)
- #771 in Business Management (Books)

Customer Reviews:
4.6 2,110 ratings

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Jeffrey K. Liker

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Dr. Jeffrey K. Liker is Professor Emeritus of Industrial and Operations Engineering at the University of Michigan and President of Liker Lean Advisors. He is author of the international best-seller, The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer, 2004 (26 languages, over 1 million copies sold), and has coauthored nine other books about Toyota including The Toyota Way to Service Excellence (2016), Designing the Future (2018), and The Toyota Way to Lean Leadership. His articles and books have won thirteen Shingo Prizes for Research Excellence. Recently he has collaborated with Mike Rother to study and write about Toyota Kata. In 2012 he was inducted into the Association of Manufacturing Excellence Hall of Fame and in 2016 inducted into the Shingo Academy. He plays golf, watches football and basketball, and resumed learning classical guitar after a thirty year break. His wife Deb and daughter Emma support his writing and his son Jesse is his toughest critic and best editor.

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Daniel M.E.

Excelente libro.

Reviewed in the United States on December 28, 2023

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Excelente libro con una narrativa amplia y clara del Toyota Way.

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Tom K.

Comprehensive and Insightful Guide to Toyota and Lean

Reviewed in the United States on March 1, 2010

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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."

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Jason Adams

Why can’t everyone be like Toyota?

Reviewed in the United States on December 5, 2023

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I’ll start off by saying that I read this book for work, so this wasn’t light reading for enjoyment. However, I found a lot to like. Toyota has been studies and copied for decades, so concepts like kanban and kaizen are no longer new, what I liked about Liker’s approach is that he goes beyond describing the model and looks at how other firms have tried (and failed) to implement the “Toyota Way.” I am particularly interested as I work at a company that has this book on its reading list. However, I really wonder how many managers actually have read the book? Of those, how many understood it? My experience after working five years in my current org is that it is a textbook example of adopting the forms and not the deeper cultural change required to realize a benefit.

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Leonard Burton

Great book, (but lets don't forget reality)

Reviewed in the United States on January 31, 2014

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OK, like anything else, you have to dig for the truth. Dr Liker provides lots of material (regardless of Toyota itself) that you can learn from to help your business!

I had a 2007 Toyota Camry and I doubt I would ever buy another one. It never got the gas mileage I was promised (oh yeah that was by a car lot) plus it wore out way too quickly. However, my review is on Dr Liker's book and not Toyota itself.

He clearly showed a passion for a company who on some level was committed to quality at some point. That is what you want to learn from, not from what Toyota may or may not have devolved too.

One piece flow: You can and better implement that in any business.
Reducing waste: You can and better implement that in any business.
Employee involvement: You can and better implement that in any business.
Leveling workflow: You can and better implement that in any business.
Make Mistakes: You can and better implement that in any business (or you aren't trying hard enough).
Continuous Improvement: You can and better implement that in any business (another reviewer said that its better to change lots of things, and the two are not mutually exclusive - the book says something like "queue where you have to, but otherwise get rid of queues" which would apply to changes also).
Standardized processes: You can and better implement that in any business. (This is why you go to eat at mom and pop restaurants and they are great when chef mom is there, but suck when they are off for the day.)

I have learned a lot from The Toyota Way and I have implemented some of the things and they have helped our business substantially.

Great book, the criticisms of Toyota are more than warranted, but if you are imaginative, you can use the tools in this book to help your business. Maybe you won't use all of them, but if you use 1 or 2 you will have paid for the price of this book many times over.

(If Toyota wants to improve their cars, they need to buy this book and start working at the tail which is the car dealership and bring the Toyota Way to the sales process there first, then move down the line to the factory.)

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Yvérick Gagné

Good

Reviewed in Canada on September 27, 2022

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Good

Gabino Rosillo

Excelentes ejemplos

Reviewed in Mexico on June 20, 2021

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Un must si estás en el Business de la manufactura

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Amazon Customer

Absolutely Brilliant!

Reviewed in the United Kingdom on August 11, 2022

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Absolutely brilliant! Just shows how bankrupt our view of management in most western industries really is! The best management book out there!
These principles can be applied to anything that needs managing from your own home life to the NHS!!!
When British industry and institutions like the NHS are crying out for resources and efficiency savings it is astounding that they don’t take a leaf out of this book!
Given the vast savings Toyota made by analysing and eliminating waste and reviewing every process in detail, any inefficient organisation cannot fail to benefit from copying them and reaping the rewards! This is a sobering read for anyone in management. Don’t be fooled by the usual lame management failure excuses, ‘lessons will be learnt’ etc. Why not avoid them? Toyota are No. 1 for a very good reason, they don’t accept the status quo - ‘There’s Always a Better Way!’ And they find it first. Unlike many British institutions, they lionise the whistleblower and sort out the problem before it costs in money, reputation, inefficiencies or harm to the customer. It’s all about doing the right thing! Without doubt an inspiring and incentivising tome. A ‘MUST READ’ FOR EVERYONE IN MANAGEMENT!
Equally enlightening is the ‘companion’ book ‘Toyota Culture: The Toyota Culture: The Heart and Soul of the Toyota Way’ by the same author(s).

HK

The Right process will produce the Right Results

Reviewed in India on April 22, 2021

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Great insights on MVV, lean Processes, leadership qualities & stakeholders management.

Peter

Learn from the best

Reviewed in the Netherlands on March 3, 2021

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Mooi uitgebreide beschrijving van de "Toyota way" met veel voorbeelden. Ervaringen in het boek stammen veelal uit 2003, maar toch zeer nuttig voor de huidige situatie om van te leren. Niet om te kopiëren, omdat de wereld niet enkel bestaat uit auto's maken zoals Toyota.

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