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Toyota Way To Continuous Improvement : Linking Strategy and Operational Excellence to Achieve Superior Performance - Jeffrey Liker

Toyota Way To Continuous Improvement

Linking Strategy and Operational Excellence to Achieve Superior Performance

Hardcover Published: 19th April 2011
ISBN: 9780071477468
Number Of Pages: 448

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A lean blueprint for creating long-term sustainability the Toyota way!

Winner of the 2012 Shingo Research and Professional Publications Award

During Toyota's highly publicized recalls of 2009 and 2010, the legendary carmaker's 60-year-old reputation for operational excellence was put under the microscope. Business pundits wondered out loud if Toyota's quality levels had decreased dramatically, while the harshest critics predicted the end of the company as we know it. For the most part, the government's findings absolved Toyota of serious defects and accidents, and Toyota recovered rapidly-but mistakes were made, which showed that Toyota is not perfect. In fact, there is always opportunity for improvement in every process.

In his bestselling business management classic The Toyota Way, Jeffrey Liker introduced the world to the foundational principles that have made Toyota the envy of companies around the world. Now, in The Toyota Way to Continuous Improvement, Liker teams up with former Toyota production engineer James Franz to explain the underlying thinking behind continuous improvement and why any company needs a disciplined approach to process improvement in every part of the organization.

Liker and Franz outline the common mistakes in thinking that limit results, and they reveal how Toyota achieves its dual objectives of improving business performance and developing its people through following Dr. W. Edwards Deming's teachings of Plan-Do-Check-Adjust (PDCA). Through detailed case examples in many industries, you'll learn how to:

  • Determine why your processes aren't achieving anticipated results
  • Build a sustainable lean process with a well-defined purpose
  • Create a system that reveals problems
  • Teach every leader and team member at every level the art of PDCA for process improvement

With The Toyota Way to Continuous Improvement, you have the foundation you need to develop a vision of continuous improvement specific to your organization and plot a path to turn your vision into a measurable reality.

Praise for The Toyota Way to Continuous Improvement:

"I have found inspiration and lessons in these real stories from real people who try, sometimes fail, and yet find creative ways to succeed in adapting the principles of Deming and Toyota. Despite the diversity of applications revealed here, the commonality in vision, values, and desired outcomes unifies these leaders. You won't be able to put this book down."
RICHARD ZARBO, MD, DMD, Senior Vice President and Chairman of Pathology and Laboratory Medicine, Henry Ford Health System

"Lean is no longer an idea, a hypothesis, or a theory-it is a proven set of principles and practices that more and more people are using to achieve substantial, sustainable continuous improvement in a variety of enterprises. This book details the practices and case studies to help you bring Lean transformation to your enterprise!"
CHARLES BAKER, former Chief Engineer and former Vice President, Honda R&D Americas

Acknowledgments and Guest Author Biographiesp. xiii
Prologue: Is Toyota Still a Great Company Others Can Learn From?p. xix
The Journey to Continuous Improvementp. 1
Continuous Improvement toward Excellencep. 5
Continuous Improvement as the Pursuit of Excellencep. 5
The Toyota Way as the Path to Excellencep. 8
Lean and Why Companies Fail at Itp. 12
Is Lean More than Mediocrity at a Cheaper Price?p. 15
The Real Journey to Excellence Follows PDCAp. 16
Learning Organizations Need Managers Who Are Teachersp. 20
The Sensei Perspective of This Bookp. 23
PDCA and Striving for Excellencep. 25
PDCA as a Way of Thinking and Learningp. 25
The Folly of ôLean Solutionsöp. 30
Toyota Business Practices to Grow People and Processes through PDCAp. 35
PDCA Is a Way of Life; Copying Shouldn't Bep. 41
How Process Improvement Can Develop Exceptional Peoplep. 43
Not Excellent: A Tale of Refrigerator Basketsp. 43
The Torque Wrench Problem: Developing a Manager to Find the Real Root Causep. 46
The Business Purpose and the People Purposep. 50
Innovation Comes from Working toward the Targets and Purposep. 51
Lean Processes Start with a Purposep. 55
A Tale of Two Lean Transformations (Composite Cases)p. 55
Inspiring People through a Sense of Purposep. 57
From Vision to Plansp. 60
A Target Is a Concrete Guidepost to Compare Againstp. 69
Combining Short-Term and Long-Term Thinking in a Crisisp. 73
What You Work on Now Depends on Your Situationp. 75
Lean as a Culture of Continuous Improvementp. 78
Lean Out Processes or Build Lean Systems?p. 79
ôLeaning Outö Processesp. 79
Are Organizations Like Machines or Organic Systems?p. 83
Entropy: The Antagonist to Mechanistic Lean Deploymentp. 86
An Effective Work Group Can Overcome Entropyp. 89
The Real Purpose of Lean Systems Is to Bring Problems to the Surfacep. 92
Mechanistic versus Organic? Not So Fastp. 95
Case Studies of Lean Transformation through PDCAp. 97
When Organic Meets Mechanistic: Lean Overhaul and Repair of Shipsp. 103
How We Got Started on Lean at Remanp. 104
Overhaul and Repair Compared to Volume Manufacturingp. 108
Phases of Deploymentp. 110
Early Awarenessp. 111
Grassroots Deploymentp. 112
Spreading Lean Broadlyp. 121
Corporate Engagement and the Next Level of Deploymentp. 122
Crisis in Lean Manufacturing Deploymentp. 130
Regrouping and Redefinitionp. 131
Evaluating the Success of Small Ship and Big Shipp. 135
An Australian Sensei Teaches a Proud Japanese Company New Tricks: Bringing TPS to a Complex Equipment Manufacturerp. 141
Background of the Japanese Company and the First Visitp. 143
The Power of Public Humiliationp. 147
The Starting Point: ôComponent Aö TPS Pilotp. 151
Building a Lean System-Summary of Pilot Results and Learningp. 156
Postscript on the Pilotp. 159
Further Expansionp. 163
Navigating the Global Financial Crisisp. 168
Reflection on Building Lean Systems Organicallyp. 169
Lean Iron-Ore Mining in the Pilbara Region of Western Australiap. 177
How We Got Herep. 178
Welcome to the Bushp. 181
Getting the Big Picturep. 184
Starting by Understanding the Current Statep. 185
The Final Recap of the Gemba Visitp. 198
On to a Future State Vision and an Action Planp. 199
Communicating across the Sitep. 204
Planning for the Morning Meetingp. 205
The First Morning Meetingp. 210
Daily Production Boardsp. 213
5S at the Western Ranges Crusherp. 214
Coaching Problem Solvingp. 216
Process Confirmationp. 217
Early Deployment Challengesp. 219
Lessons Learned at Start-Upp. 220
Expanding the Effortsp. 221
PDCA as a Key Driverp. 222
The End for Usp. 222
Bringing Ford's Ideas Alive at Henry Ford Health System Labs through PDCA Leadershipp. 225
The Motivation for Change Started with Qualityp. 226
We Wanted It, but We Did Not Understand Itp. 228
Beginning the Lean Journey: Every Breakthrough Starts with a Failed Experimentp. 232
A Little Help from a Friendp. 233
Surgical Pathology as Our Learning Laboratoryp. 234
Our Henry Ford Production Systemp. 238
Deepening Ownership by Work Groupsp. 248
Lessons Learnedp. 256
Teaching Individuals to Fly by the Numbers: Transforming Health-Care Processesp. 261
The Problemp. 262
Backgroundp. 264
Insurem (Insurance Company)p. 265
T-City Care Homesp. 269
A Final Reflectionp. 273
Transforming How Products Are Engineered at North American Automotive Supplierp. 275
Who Am I?p. 276
Case Backgroundp. 280
The Problemp. 280
Grasping the Situation at the Gembap. 282
An Overall Vision for Transformationp. 284
Getting Started on People Engagement and Stabilityp. 285
Metrics the Lean Way-Making Flow, Waste, and Value Visiblep. 289
Teaching Problem Solving: A Case Examplep. 293
The Need for Emotional as Well as Intellectual Engagementp. 297
Another Win as a Result of Leanp. 298
The Importance of Tactical Planning by Whiteboardp. 299
Definition of Lean Management Philosophy: ORPMARp. 301
The Second Stage: Sustaining and Expanding Leanp. 306
Identification of Subject Matter Technical Expertsp. 307
Implementing Design for Costp. 308
Reverse Engineering to Gain Overwhelming Competitive Advantagep. 311
The Change Process-the Underestimated Critical Variablep. 312
Going Nuclear with Leanp. 315
Background on Lean at Nuclearp. 316
Phases of Deploymentp. 318
Structural Changes in Preparation for Lean Deploymentp. 319
Lean Awareness and Value Stream Visionp. 320
Implementation of Lean Pilotsp. 322
Spreading the Implementation across the Other Value Streamsp. 325
Shortage of Internal Lean Leaders to Support and Coach the Expanding Number of Teamsp. 327
Management Learning and the Start of Continuous Improvementp. 333
Final Reflectionp. 340
Making Your Vision a Realityp. 343
One Time around the Plan-Do-Check-Adjust (PDCA) Loop: A Lean Short Story at Alte Schulep. 345
The First Pilot Team Meetingp. 345
Getting Started on the Deep-Dive Pilotp. 348
One Last Hansei before the Executive Presentationp. 366
The Executive Reportp. 369
Kate's Reflections on What She Learnedp. 373
Sustaining, Spreading, Deepening: Continuing Turns of the PDCA Wheelp. 375
The Role of the Lean Senseip. 378
Developing Internal Coaches as Lean Evangelistsp. 382
How Do We Learn Complex Skills Like Lean Coaching?p. 384
The Dangers of Creating a Mechanistic Lean Bureaucracyp. 387
Sustaining the Gainsp. 390
Spreading While Deepeningp. 398
Managing Change Is Politicalp. 408
Continuous Improvement as a Way of Lifep. 411
Does Lean Ever Become Self-Perpetuating?p. 422
The Journey Needs Leadershipp. 427
Is Continuous Improvement a Realistic Vision?p. 429
Notesp. 433
Indexp. 441
Table of Contents provided by Ingram. All Rights Reserved.

ISBN: 9780071477468
ISBN-10: 0071477462
Audience: General
Format: Hardcover
Language: English
Number Of Pages: 448
Published: 19th April 2011
Publisher: McGraw-Hill Education - Europe
Country of Publication: US
Dimensions (cm): 23.0 x 16.0  x 4.0
Weight (kg): 0.79
Edition Number: 1

Earn 67 Qantas Points
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