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

Customer Reviews:
Good Process improvement ideas
This Book is a good read. Gives a common sense approach to Business Process improvements and shows what to expect as results. I started reading this book way before Toyota recalls but find it interesting that the relevance of the content still remained the same even after all the recalls.Goes to show that the Toyota way is time tested. Has been very helpful in creating solutions and managing the business processes both in manufacturing and non manufacturing environments (in the Human Resources and Financials functional areas).

One caution: The content may appear favoring Toyodas in the begining of the book but continuing through the chapters one realizes that it is difficult to take an unbiased approach and still narrate the story!!!Enjoy

Why Toyota will recover from the current crisis
I wish I would have read this book before I started studying any of the Lean/Six Sigma literature or even the Theory of Constraints for that matter. This book does an outstanding job of explaining the concepts Toyota developed through the years that heavily influenced the Lean/Six Sigma literature. I found myself reading the book to see how Toyota could have faltered as they have of late, but what I found instead was good proof of why Toyota will recover from this. Toyota has always been known for encouraging its workers to stop a line or an entire factory to avoid up stream errors. This was echoed in a recent news article stating how Toyota had stopped new car production to get a grasp on how to fix this issue and move forward to reclaim their reputation for quality. In my opinion, this book is a must read for anyone in the Manufacturing industry or business in general.

The Toyota Way
In spite of recent Toyota automotive design failures, this book addresses how to efficiently manufacture product. If you have exhausted other ideas on how to improve your processes and be competitive, I would highly recommend this book.

Making it Happen
The Toyota Way is an outstanding publication. As Dr. Liker says, Cultural Change through the involvement of all people (from top leadership to floor operators)is a key factor in transforming an organization to Lean. The Iceberg Model of TPS on page 299 (figure 22-3) says it all.

How do we take all of the concepts in the book and make them happen in our organization? One way to engage more people is to establish a Toyota Way Discussion Group or Book Club. Start with volunteer participants and meet for about an hour each week. Before the meeting, agree on the section of the book to be discussed, and ask each member to describe what it means to them and what they can do to implement the concept in their organization. They will also be able to ask for help and support from other organizations represented in the meeting. This promotes teamwork and understanding.

If any of the concepts are difficult for them to understand, have other participants explain what it means in their terms. This really promotes hands-on learning. It helps to have an experienced lean advisor available to handle the tough questions. If there are some individuals who are struggling with the concepts, this is a great process to help them understand.

Comprehensive and Insightful Guide to Toyota and Lean
In spite of the recent embarrassing product recalls, Toyota remains a highly respected global leader. Jeffrey Liker's 2004 book on "The Toyota Way" summarizes 20 years of insightful study. He argues that the 4-P model of Process, Philosophy, People/Partners and Problem Solving describes the four interdependent components required for long-term success.

Scattered throughout the text are descriptions of how and why other firms have failed to succeed in adopting lean manufacturing or "The Toyota Way". They include: lack of senior management involvement or commitment, focus on tools/techniques without an emphasis on culture, overemphasis on cost reduction, lack of discipline to sustain flow improvements, emphasis on format/rules in ISO 9000, inappropriate outsourcing, supplier abuse, and an overly narrow focus in six sigma on statistical techniques applied by experts. The book's insights and stories are valuable, but not totally persuasive.

The text provides good historical and contemporary background on Toyota's quality system and progress. It also describes and illustrates more than 30 of the quality tools and techniques in a non-technical manner. The book is well-written and well-organized, covering a massive amount of material effectively.

In addition to the many "best practices" quality techniques adopted by most Japanese and leading western firms today, Toyota emphasizes a few other management techniques which combine to make its approach unique. Within the context of "14 management principles", the author explains the value of cultural support for tools, the role of standardization as the basis for cumulative learning, the centrality of engineering and production, the use of appropriate technology, the benefits of experiential learning, the rationale for unit of one production, the role of inventory and goals in creating challenges to solve, the short-term blending of push and pull techniques, the extent of fail-safe practices, the nature of an enabling bureaucracy and the need to maintain key internal capabilities. The author does not always explain "why" these choices are necessary or exactly how they add value.

The author closes with an insightful list of "13 Tips for Transitioning Your Company to a Lean Enterprise". Dr. Liker is an unapologetic true believer in "The Toyota Way". His advice to those who do not share his commitment is the weakest part of a very highly valuable reference work on Toyota and Lean Production. "[Non-committed] top leaders should pick and choose from whatever tools are out there to improve processes for the short term, make a bundle of money, and go do something else. This is tantamount to admitting the company will never be a learning enterprise, or a great company, and it is only interested in cutting and slashing waste to look good for the short term."

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