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

McGraw Hill Professional
44
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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
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About the author

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.

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Additional Information

Publisher
McGraw Hill Professional
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Published on
Dec 22, 2003
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Pages
350
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ISBN
9780071435635
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Language
English
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Genres
Business & Economics / Human Resources & Personnel Management
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Content Protection
This content is DRM protected.
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Senior executives, middle managers, supervisors, administrators, and other students of administrative behavior need to know why harnessing human energies demands a full understanding of organizational and cultural contexts combined with a knowledge of personality characteristics--of self and others. In response to this need, Contextual Management: A Global Perspective addresses the art of getting things done in today's organizational world. It offers managers guidelines for working under a varied set of circumstances and explores ways to increase administrative effectiveness in organizations worldwide.Contextual Management integrates different administrative levels and various organizational cultures with appropriate management styles and personal attributes to help you recognize the position context where you can be most effective. Using its self-assessment questions, you can gauge your strengths, weaknesses, and requisites for particular administrative position roles and contexts. You can also use tools from the book's appendix to help you assess personality attributes as well as the characteristics of a particular position context. You will put your individual experiences into perspective and enhance your understanding of organizational realities as you read about:
individual managerial behavioral relationships
organizational designs, job configurations, and CEO orientations
recruiting, placing, motivating, and supporting your staff
identifying a particular unit's work culture and recognizing its characteristics
why a supervisor must be personable to be able to carry out instructions from superiors while gaining allegiance from subordinates
assuring 'good fits’of administrative personnel in various organizational systems
goals--the logical stepping stones for initiating the process of implementation
the constraints particular work systems place on the relationships between managers and others within an organizationAppropriate styles of performance, as Contextual Management illustrates, are contextual, not universal. The fact that you are effective in one environment doesn't mean you will be effective in another. With this book, though, you can change your thinking about functions of leadership, decision making, communication, planning, and implementation and realize congruence in whichever environmental niche your organization moves into next!
The Chinese characters for "danger" and "opportunity" form the word "crisis". Ancient Chinese wisdom sees an opportunity in danger. While cultural diversity brings challenges to the workplace, how do we turn these challenges into opportunities? Drawing on their extensive experience working with multicultural and multinational organizations, Lionel Laroche and Caroline Yang provide an in-depth analysis of cross-cultural dynamics in the workplace and offer practical suggestions at both the individual and organizational levels.

The book analyzes cross-cultural challenges in six areas: the relative importance of technical and soft skills; cross-cultural communication; cross-cultural feedback; hierarchy; individualism; and risk tolerance. It then provides a solutions framework that encompasses people, systems and environment to bridge the issues that arise from cultural differences. The analysis and solutions are applied in four business contexts: managing a multicultural workforce; competing in the global talent market; collaborating with joint venture partners; and working with offshore resources.

If you work with colleagues, managers, employees and customers from diverse cultures, if you are with an organization that has a multicultural workforce and/or global operations, or if your organization collaborates with joint venture partners or offshore resources from different cultures, then Danger and Opportunity: Bridging Cultural Diversity for Competitive Advantage is the book for you.

Organizational Culture, Rule-Governed Behavior and Organizational Behavior Management is an introduction to concepts that link organizational behavior management (OBM) with the fields of organizational ecology, cultural anthropology, organizational development, and organizational behavior. This important book can help OBM researchers and managers more precisely analyze complex work environments to develop more comprehensive yet highly focused interventions to improve individual and organizational effectiveness. Organizational Culture, Rule-Governed Behavior and Organizational Behavior Management includes theoretical accounts of rule-governed behavior and cultural practices that expand the OBM’s boundaries to include more comprehensive analyses and intervention designs that can lead to more effective and larger scale interventions.Although OBM researchers have long recognized that the relationships between an organization and its environment are important for survival, they have not made organization-environment relations a primary focus of their interventions. In addition, most descriptions of OBM interventions have not included a precise account of how the components of the interventions bring about ultimate performance changes they produce. With this book, OBM researchers will learn how to identify organizational behavior/performance targets that can be changed and adapted to constantly changing competitive environments to improve an organization’s chances of survival. It also outlines two theories of rule-governed behavior. These theories characterize and explain how rules and their descriptions work to change or maintain effects of delayed rewards on current behavior/performance relationships. In so doing, they fill in the missing links required to achieve more valid and precise analyses of work environments that can be expected to result in more precise and effective OBM interventions.In Organizational Culture, Rule-Governed Behavior and Organizational Behavior Management, OBM researchers will learn how organizational cultural practices, organizational effectiveness, and rule-governed behaviors in organizations interact in complex ways to determine, in part, the adaptability and long-term survival of organizations. Reading this book will help academics, researchers, and practitioners better understand and predict how people in organizations will react to OBM interventions. All OBM managers including high-level managers, members of boards of directors and their consultants who are attempting to develop more effective organizations, will benefit from these discussions of organizational adaptation changing competitive environments. This essential volume presents organizational culture concepts cast in OBM terms that can be understood by all OBM researchers and practitioners and will be useful to anyone interested in organizational development on a large scale. Professors teaching OBM courses will find this presentation of rule-governed behavior an essential ingredient to every course in OBM.
Transform your company the Toyota way! Two essential guides streamlined into a SINGLE EBOOK PACKAGE

Toyota. The name says it all: Innovation. Efficiency. Quality. Excellence.

The Toyota Way—Management Principles and Fieldbook explains how the legendary automaker consistently achieves the highest levels of manufacturing and business success—and how you can achieve similar results with your own organization, regardless of your industry. Discover Toyota’s methods then learn how to put them to practical use with these groundbreaking books:

The Toyota Way—INTERNATIONAL BESTSELLER!

The Toyota Way reveals the management principles behind Toyota's worldwide reputation for quality and reliability. Dr. Jeffrey Liker, the global expert on Toyota's Lean methods, explains how you can implement the company’s principles to:

Double or triple the speed of any business process Build quality into workplace systems Eliminate the huge costs of hidden waste Turn every employee into a quality-control inspector Dramatically improve your products and services The Toyota Way Fieldbook

Written as a companion volume to The Toyota Way, this hands-on guide takes the lessons of Toyota to the next level. Liker teams up with Toyota veteran David Meier to provide the diagnostic tools, worksheets, and exercises you need to craft the most effective approach for your organization. Learn how to:

Develop leaders that “live” your system Transform your company into a true lean learning organization Create a culture of continuous improvement and innovation Meet all the needs of your customers Position your company for long-term success
When faced with a human error problem, you may be tempted to ask 'Why didn't they watch out better? How could they not have noticed?'. You think you can solve your human error problem by telling people to be more careful, by reprimanding the miscreants, by issuing a new rule or procedure. These are all expressions of 'The Bad Apple Theory', where you believe your system is basically safe if it were not for those few unreliable people in it. This old view of human error is increasingly outdated and will lead you nowhere. The new view, in contrast, understands that a human error problem is actually an organizational problem. Finding a 'human error' by any other name, or by any other human, is only the beginning of your journey, not a convenient conclusion. The new view recognizes that systems are inherent trade-offs between safety and other pressures (for example: production). People need to create safety through practice, at all levels of an organization. Breaking new ground beyond its successful predecessor, The Field Guide to Understanding Human Error guides you through the traps and misconceptions of the old view. It explains how to avoid the hindsight bias, to zoom out from the people closest in time and place to the mishap, and resist the temptation of counterfactual reasoning and judgmental language. But it also helps you look forward. It suggests how to apply the new view in building your safety department, handling questions about accountability, and constructing meaningful countermeasures. It even helps you in getting your organization to adopt the new view and improve its learning from failure. So if you are faced by a human error problem, abandon the fallacy of a quick fix. Read this book.
"Toyota Kata gets to the essence of how Toyota manages continuous improvement and human ingenuity, through its improvement kata and coaching kata. Mike Rother explains why typical companies fail to understand the core of lean and make limited progress—and what it takes to make it a real part of your culture."
—Jeffrey K. Liker, bestselling author of The Toyota Way

"[Toyota Kata is] one of the stepping stones that will usher in a new era of management thinking."
—The Systems Thinker

"How any organization in any industry can progress from old-fashioned management by results to a strikingly different and better way."
—James P. Womack, Chairman and Founder, Lean Enterprise Institute

"Practicing the improvement kata is perhaps the best way we've found so far for actualizing PDCA in an organization."
—John Shook, Chairman and CEO, Lean Enterprise Institute

This game-changing book puts you behind the curtain at Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower.

Drawing on six years of research into Toyota's employee-management routines, Toyota Kata examines and elucidates, for the first time, the company's organizational routines--called kata--that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as:

How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers?

Mike Rother explains how to improve our prevailing management approach through the use of two kata: Improvement Kata--a repeating routine of establishing challenging target conditions, working step-by-step through obstacles, and always learning from the problems we encounter; and Coaching Kata: a pattern of teaching the improvement kata to employees at every level to ensure it motivates their ways of thinking and acting.

With clear detail, an abundance of practical examples, and a cohesive explanation from start to finish, Toyota Kata gives executives and managers at any level actionable routines of thought and behavior that produce superior results and sustained competitive advantage.

Winner of the Shingo Prize for Research and Professional Publication, 2009

The international bestseller The Toyota Way explained the company's success by introducing a revolutionary 4P model for organizational excellence-Philosophy, People, Process, and Problem Solving. Now, in Toyota Culture, preeminent Toyota authorities Jeffrey Liker and Michael Hoseus reveal how Toyota selects, develops, and motivates its people to become committed to building high-quality products-and how you can do the same for your company.

Toyota Culture examines the “human systems” that Toyota has put in place to instill its founding principles of trust, mutual prosperity, and excellence in its plants, dealerships, and offices around the world. Beginning with a look at the evolution of the Toyota culture and why its people are the heart and soul of the Toyota Way, the authors explain the company's four-stage process for building and keeping quality people: Attract, Develop, Engage, and Inspire.

Drawing upon numerous examples from Liker's decades of research as well as Hoseus' insider access as a Toyota manager, Toyota Culture gives you the tools you need to:

Find competent, able, and willing employees Start training and socializing your people as you hire them Establish and communicate key business performance indicators at every level of your organization Train your people to solve problems and continuously improve processes in their daily work Develop leaders who live and teach your company's philosophy Reward top performance-and offer help to those who are struggling

Fascinating vignettes of Toyota's innovative culture highlight the nuances of translating and recreating a people-centric culture in factories and offices across the globe. These exclusive, behind-the-scenes details are just what your company needs to successfully learn from The Toyota Culture.

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