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The Toyota Way to Lean Leadership : Achieving and Sustaining Excellence Through Leadership Development - Jeffrey K. Liker

The Toyota Way to Lean Leadership

Achieving and Sustaining Excellence Through Leadership Development

Hardcover Published: 17th October 2011
ISBN: 9780071780780
Number Of Pages: 272

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The Missing Link to Toyota-Style Success—LEAN LEADERSHIP

“This great book reveals the secret ingredient to lean success: lean leadership. Not only is it a pleasure to read, but it is also deep and enlightening. This book is an absolute must-read for anyone interested in lean: it’s both an eye opener and a game changer.”
—Michael Ballé, Ph.D., coauthor of The Gold Mine and The Lean Manager

“This will immediately be recognized as the most important book ever published to understand and guide ‘True North Lean’ and the goal of perpetual business excellence.”
—Ross E. Robson, President and CEO, DnR Lean, LLC, and the original Director of The Shingo Prize

“An excellent book that will shape leadership development for decades to come.”
—Karen Martin, Principal, Karen Martin & Associates, and author of The Kaizen Event Planner

About the Book:

TOYOTA. The name signifies greatness— world-class cars and game-changing business thinking. One key to the Toyota Motor Company’s unprecedented success is its famous production system and its lesser-known product development program. These strategies consider the end user at every turn and have become the model for the global lean business movement.

All too often, organizations adopting lean miss the most critical ingredient—lean leadership. Toyota makes enormous investments in carefully selecting and intensively developing leaders who fit its unique philosophy and culture. Thanks to the company’s lean leadership approach, explains Toyota Way author Jeffrey Liker and former Toyota executive Gary Convis, the celebrated carmaker has set into motion a drive for continuous improvement at all levels of its business. This has allowed for:

  • Constant growth: Toyota increased profitability for 58 consecutive years—slowing down only in the face of 2008’s worldwide financial difficulties, the recall crisis, and the worst Japanese earthquake of the century.
  • Unstoppable inventiveness: Toyota’s approach to innovative thinking and problem solving has resulted in top industry ratings and incredible customer satisfaction, while allowing the company to weather these three crises in rapid succession and to come out stronger.
  • Strong branding and respect: Toyota’s reputation was instrumental in the company’s ability to withstand the recalls-driven media storm of 2010.

But what looked to some to be a sinking ship is once again running under a full head of steam. Perhaps the Toyota culture had weakened, but lean leadership was the beacon that showed the way back.

In fact, writes Liker, the company is “as good and perhaps a better model for lean leadership than it ever has been.” of innovation and growth. Yet, Industry Week reports that just 2 percent of companies using lean processes can likewise claim to have had long-term success. What the other 98 percent lack is unified leadership with a common method and philosophy.

If you want to get lean, you have to take it to the leadership level. The Toyota Way to Lean Leadership shows you how.

About the Author

Jeffrey K. Liker, author of the popular Toyota Way books, is the acknowledged expert on Toyota processes and culture. He is Professor of Industrial and Operations Engineering at the University of Michigan and a teacher and consultant through Liker Lean Advisors. www.facebook.com/Jeffrey.Liker

Gary L. Convis is a former President and CEO of, and current consultant to, Dana Holding Corporation, a $6.1 billion supplier to the global automotive, commercial vehicle, and off-highway markets. He was the first General Manager of NUMMI and then became the first American President of Toyota?s largest plant outside Japan. Gary went on to serve as Executive Vice President and Managing Officer of Toyota.

Forewordp. xi
Prologue: Toyota as a Model in Light of a Period of Intense Challengesp. xiii
Introduction: The Roots of Toyota's Global Business Leadershipp. 1
The Failure of the Lean Quick Fixp. 3
A Legacy of Unique Leadershipp. 5
Silos of Leanp. 7
More than an ROI Exercisep. 9
Differing World Viewsp. 10
The Leader's Rolep. 15
Toyota as a Modelp. 16
Toyota's Challenges: There Are Always Weaknessesp. 19
What Followsp. 21
Leading in the Toyota Way: A Lifelong Journeyp. 25
What Is Toyota Way Leadership?p. 25
Comparing Traditional to Toyota Leadershipp. 29
Toyota Leadership Is Continually Developingp. 33
Toyota Leadership and Leadership Developmentp. 34
Core Valuesp. 35
The Toyota Way Leadership Development Modelp. 39
Can Others Learn from Toyota Leadership?p. 44
Self-Development: Reliably Identifying and Coaching Developing Leaders at the Gembap. 47
Self-Development Begins with Learningp. 51
Shu Ha Ri and Leadershipp. 58
A Shu Ha Ri Story of Developing a Young Leader at the Gembap. 61
How Shu Ha Ri Allows For and Helps Identify Self-Developmentp. 64
Selecting Outside Leaders for Capability as Toyota Grew in North Americap. 81
Conclusionp. 84
Coach and Develop Othersp. 89
TPS Creates Challenges to Force Employees' Developmentp. 90
A3 Problem Solving Makes the Thinking Process Visiblep. 95
Sometimes Leadership Training Must Be Structuredp. 99
Learning to Manage Vertically and Horizontally: T-Type Leadersp. 101
A Massive Commitment to Developing Leadersp. 106
Developing Leaders the Toyota Wayp. 111
Clarifying Expectations and Accountability through Visual Managementp. 114
Conclusionp. 117
Daily Kaizem Continually Developing Leadership from the Bottom Upp. 121
A Better Understanding of Kaizenp. 123
Minomi-A Material Flow Revolution in Small Stepsp. 126
Kaizen and Leadershipp. 132
Supporting Kaizen: Adding Energy and Developing Leadersp. 138
Conclusionp. 143
Hoshin Kanrix Align Vision, Goals, and Plans for Continuous Improvementp. 147
Hoshin Kami: Management by Objectives by Another Name?p. 150
The Hoshin Kanri Processp. 154
Translating Global Vision 2010 for North Americap. 164
Catch-Ball to Agree on Actual Targets at Every Levelp. 167
Doing and Checking through Visual Trackingp. 170
Hoshin Kanri in Actionp. 177
Conclusionp. 183
Toyota Leadership Turning Around Dana Corporationp. 185
Dana's Situation and Setting Prioritiesp. 186
Formalizing Implementation of the Dana Operating Systemp. 212
Conclusionp. 221
Learning from Toyota Leadershipp. 227
Do You Really Want to Be Excellent?p. 229
Is Lean Leadership in the Toyota Way Really That Different?p. 231
Lean Leadership Is the Force That Allows Toyota to Adapt to Major Environmental Changep. 241
Starting the Journeyp. 246
Notesp. 253
Acknowledgmentsp. 261
Indexp. 271
Table of Contents provided by Ingram. All Rights Reserved.

ISBN: 9780071780780
ISBN-10: 0071780785
Series: Business Books
Audience: Professional
Format: Hardcover
Language: English
Number Of Pages: 272
Published: 17th October 2011
Publisher: McGraw-Hill Education - Europe
Country of Publication: GB
Dimensions (cm): 23.7 x 16.1  x 3.0
Weight (kg): 0.56
Edition Number: 1

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