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

This is a must-read for managers, CEOs, and leaders of any company of any size. I've questioned my own management and leadership styles at times and this book goes in-depth on exactly how Toyota became such a formidable force in the auto industry through 2 main pillars of philosophy - Kaizen (continuous improvement) and respect for people. Take notes people!

🎏 "Toyota's strong sense of mission and commitment to its customers, employees, and society is the foundation for all the other principles and the missing ingredient in most companies that try to emulate Toyota." —— Toyota Way Principle #1 Philosophy | Long-Term Systems Thinking

Thankfully. My way wasn't so great ;) Learning the philosophy of the Toyota Production System, learning to use the tools as needed and not as the outcome while practicing to think scientifically using the starter Kata pattern is my chosen way to work. It's a great ride of learning and discovery about myself, my work and how and why I think the way I do. I'm becoming a more effective coach, manager and person by practicing TPS + Kata!

Its an advanced book, it its amazing, revealing so many insights but it was not easy to follow in some parts that were too deep for the industry )

I came to this book via a number of routes, one being lean startup and another being the fact that this was on my leadership’s list this year. Highly recommended.

The more personal tone of this new edition gives great insights on what lean really is. A must read for all executives who think lean is a "program" to mechanically apply to their organizations in order to achieve "savings." Lean is well described as an organic global performance approach with a very structured framework of principles and techniques in order to act your way into changing your way of thinking. A truly great book.

A must have, for a true Continuous improvement tool. This book will walk you through the why and how of anything to do with management of your process.

It has great value: Toyota management philosophy held like a Bible in Alcoa where I worked for 4 years.Great approach to a lot of things. I owned Toyota for 12 years: great quality and great service ( proof that ideas are still alive ) .

This book is a classic for a reason. Anyone interested in making their work places more efficient needs this book.

Buen servicio, la mejor calidad

Really informative and good binding

Absolutely Brilliant, lots of great information on Standardisation and Sustain and much more

Jeff Liker has done a major rewrite of the first edition, putting the development of scientific thinking patterns at the center. He explains how we can develop our organizations into learning systems that organically adapt and develop.Some gems from the book: "TPS is built on a scientific way of thinking - not a toolbox." That's something we might have gotten utterly wrong."Toyota recognized that learning organizations are built on learning individuals."In many of our organizations, we might be lacking the means to do so on a daily basis and on all levels."Individuals need to develop... [a scientific] ...mindset through repeated practice, with a coach."Jeff takes us below the surface, and beyond the Lean tools, we see to explain how Toyota purposefully develops a shared mental model throughout the organization by having people practice a scientific way of thinking and acting through different formats and at different stages of their career.What's unique? There is little classroom training. Instead, people are trained on the job, working on real projects with a manager as a coach.Some more gems:"Toyota didn't create a rigid problem-solving method that always has to be followed; they rather provide a framework for developing a scientific way of thinking through practice on real-world problems."Beware the dead A3 posters covering our factory walls.Then they trained their top management first."The executives, after a career of learning how to problem solve, humbly followed the process (TBP), typically over eight months, for very large issues appropriate for their level. Then, they had to report out to a board of examiners, including Fujio Cho. In about 80 percent of the cases, they were asked to go back and do some more work."Can you believe it. C-suite managers practicing for eight months and more?"To get to habits, we need to change behavior through deliberate practice, repeatedly. What matters is what we do, not what we think we might do. As we look at how Toyota develops people, we see that the company creates conditions that foster certain behaviors, like reducing inventory, so problems surface quickly and visibly and put pressure on problem-solving."Creating a learning system is a top management task!"Challenging people is not enough. The company also teaches managers how to coach—to find opportunities in the course of daily work to give corrective procedural feedback to their team members as they strive to move toward a goal."Become a true learning organization has become a hallmark and even a necessity for 21st-century success. Jeff Liker explains how we can do so.