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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.
Foreword | |
Preface | |
Acknowledgments | |
The World-Class Power of the Toyota Way | p. 1 |
The Toyota Way: Using Operational Excellence as a Strategic Weapon | p. 3 |
How Toyota Became the World's Best Manufacturer: The Story of the Toyoda Family and the Toyota Production System | p. 15 |
The Heart of the Toyota Production System: Eliminating Waste | p. 27 |
The 14 Principles of the Toyota Way: An Executive Summary of the Culture Behind TPS | p. 35 |
The Toyota Way in Action: The "No Compromises" Development of Lexus | p. 42 |
The Toyota Way in Action: New Century, New Fuel, New Design Process - Prius | p. 51 |
The Business Principles of the Toyota Way | p. 67 |
Principle 1: Base Your Management Decisions on a Long-Term Philosophy, Even at the Expense of Short-Term Financial Goals | p. 71 |
Principle 2: Create Continuous Process Flow to Bring Problems to the Surface | p. 87 |
Principle 3: Use "Pull" Systems to Avoid Overproduction | p. 104 |
Principle 4: Level Out the Workload (Heijunka) | p. 113 |
Principle 5: Build a Culture of Stopping to Fix Problems, to Get Quality Right the First Time | p. 128 |
Principle 6: Standardized Tasks Are the Foundation for Continuous Improvement and Employee Empowerment | p. 140 |
Principle 7: Use Visual Control So No Problems Are Hidden | p. 149 |
Principle 8: Use Only Reliable, Thoroughly Tested Technology That Serves Your People and Processes | p. 159 |
Principle 9: Grow Leaders Who Thoroughly Understand the Work, Live the Philosophy, and Teach It to Others | p. 171 |
Principle 10: Develop Exceptional People and Teams Who Follow Your Company's Philosophy | p. 184 |
Principle 11: Respect Your Extended Network of Partners and Suppliers by Challenging Them and Helping Them Improve | p. 199 |
Principle 12: Go and See for Yourself to Thoroughly Understand the Situation (Genchi Genbutsu) | p. 223 |
Principle 13: Make Decisions Slowly by Consensus, Thoroughly Considering All Options; Implement Decisions Rapidly (Nemawashi) | p. 237 |
Principle 14: Become a Learning Organization Through Relentless Reflection (Hansei) and Continuous Improvement (Kaizen) | p. 250 |
Applying the Toyota Way in Your Organization | p. 267 |
Using the Toyota Way to Transform Technical and Service Organizations | p. 269 |
Build Your Own Lean Learning Enterprise, Borrowing from the Toyota Way | p. 289 |
Bibliography/Chapter References | p. 311 |
Recommended for Further Reading | p. 317 |
Index | p. 319 |
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