The Toyota Way to Service Excellence: Lean Transformation in Service Organizations

McGraw Hill Professional

The world’s bestselling Lean expert shows service-based organizations how to go Lean, gain value, and get results—The Toyota Way.

A must-read for service professionals of every level, this essential book takes the proven Lean principles of the bestselling Toyota Way series and applies them directly to the industries where quality of service is crucial for success. Jeff Liker and Karyn Ross show you how to develop Lean practices throughout your organization using the famous 4P model. Whether you are an executive, manager, consultant, or frontline worker who deals with customers every day, you’ll learn how take advantage of all Lean has to offer.

With this book as your guide, you’ll gain a clear understanding of Lean and discover the principles, practices and tools needed to develop people and processes that surprise and delight each of your customers. These ground-tested techniques are designed to help you make continuous improvements in your services, streamline your operations, and add ever-increasing value to your customers. Fascinating case studies of Lean-driven success in a range of service industries, including healthcare, insurance, financial services, and telecommunications, illustrate that Lean principles and practices work as well in services as they do in manufacturing.

Drawn from original research and real-world examples, The Toyota Way to Service Excellence will help you make the leap to Lean.

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About the author

Dr. Jeffrey K. Liker is Professor 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 900,000 copies sold), and has coauthored eight other books about Toyota including The Toyota Way to Lean Leadership (2011). His articles and books have won twelve Shingo Prizes for Research Excellence. In 2012 he was inducted into the Association of Manufacturing Excellence Hall of Fame and in 2016 inducted into the Shingo Academy.

Liker lives in Ann Arbor, Michigan with his wife and children.

Karyn Ross is a Lean consultant and executive coach focused on driving sustainable business culture change in service organizations. She has worked with companies such as Paychex, PrimePay, Zurich Insurance, and National Taxi Limo to help them develop a culture of problem solving and improved business practices. A regular contributor to the Lean Leadership Ways Industry Week Blog, she has also written for The Lean Management Journal and Industrial Engineer Magazine. Ross resides in Naperville, Illinois.

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Additional Information

Publisher
McGraw Hill Professional
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Published on
Sep 23, 2016
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Pages
304
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ISBN
9781259641114
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Language
English
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Genres
Business & Economics / General
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Content Protection
This content is DRM protected.
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Love, learn, let go. Three decisions. Three actions. Three habits. Together, these offer leaders insight (Leadersights) into the true nature of leadership and can create the type of workplace that can thrive in a demanding future.

Leadersights: Creating Great Leaders Who Create Great Workplaces

focuses on how organizations of all types can create a leader-development system that defines critical leader behaviors, provides simple techniques for building and improving the skills that drive those behaviors, and establishes a mechanism for monitoring and enforcing those behaviors. This book details how leaders can do the same for their employees; defining and promoting behaviors required for sustaining continuous change. In addition, it synthesizes current research on change, servant leadership, group and team dynamics, job satisfaction, intrinsic motivation, psychological flow, and individual self-efficacy.

If you are stuck in a culture of compliance where an increasingly frustrated workforce continues to rely too much on leaders to solve problems, this book will guide you by:

Focusing on the critical few leadership skills that provide better results

Demonstrating proven improvement techniques, tools, and structures for higher satisfaction levels in colleagues

Offering a new leadership model blending existing theories into an integral structure

Explaining complex human systems in plain language and how they align with Lean principles

Providing several "Leadersights" – simple suggestions for immediate improvement

You will understand how to create the structure necessary to engage leaders and colleagues while driving new behavior and culture change. The author builds an effective leader development system based on current research on change, leadership, group and team dynamics, job satisfaction, intrinsic motivation, psychological flow, and self-efficacy to create the kind of workplace where people love coming to work and where they become better thinkers, leaders, and teachers.

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
Building upon the international bestselling Toyota Way series of books by Jeffrey Liker, The Toyota Way to Continuous Improvement looks critically at lean deployments and identifies the root causes of why most of them fail. The book is organized into three major sections outlining: Why it is critical to go beyond implementing lean tools and, instead, build a culture of continuous improvement that connects operational excellence to business strategy Case studies from seven unique industries written from the perspective of the sensei (teacher) who led the lean transformation Lessons about transforming your own vision of an ideal organization into reality

Section One: Using the Plan-Do-Check-Adjust (PDCA) methodology, Liker and Franz contrast true PDCA thinking to that of the popular, superficial approach of copying "lean solutions." They describe the importance of developing people and show how the Toyota Way principles support and drive continuous improvement. Explaining how lean systems and processes start with a purpose that provides a true north direction for all activities, they wrap up this section by examining the glaring differences between building a system of people, processes, and problem- solving that is truly lean versus that of simply trying to "lean out" a process.

Section Two: This section brings together seven case studies as told by the sensei who led the transformation efforts. The companies range from traditional manufacturers, overhaul and maintenance of submarines, nuclear fuel rod production, health care providers, pathology labs, and product development. Each of these industries is different but the approaches used were remarkably similar.

Section Three: Beginning with a composite story describing a company in its early days of lean implementation, this section describes what went right and wrong during the initial implementation efforts. The authors bring to light some of the difficulties the sensei faces, such as bureaucracies, closed-minded mechanical thinking, and the challenges of developing lean coaches who can facilitate real change. They address the question: Which is better, slow and deep organic deployment or fast and broad mechanistic deployment? The answer may surprise you. The book ends with a discussion on how to make continuous improvement a way of life at your company and the role of leadership in any lean transformation.

The Toyota Way to Continuous Improvement is required reading for anyone seeking to transcend his or her tools-based approach and truly embrace a culture of continuous improvement.

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