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The Toyota WayThe Toyota WaybyJeffrey Liker
14 Management Principles from theWorlds Greatest Manufacturer
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Jeffrey Liker Professor of Industrial and Operations
Engineering, University of Michigan
President of The Toyota Way Academy
(a collection of top-notch lean advisors)
Books Authored : The Toyota Way (International Bestseller)
Toyota Way Fieldbook
Toyota Talent The Toyota Product Development System
Toyota Culture
The Toyota Way to Continuous Improvement
Toyota Under Fire
His articles and books have won nine Shingo Prizes
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Author: Dr.Jeffrey Liker
330 pages
Publisher: McGraw-Hill; 1edition (December 17, 2003)
International Bestseller
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Representing the heart of theRepresenting the heart of thecustomercustomer
Representing the heart of theRepresenting the heart of theproductproduct
Representing the ever expanding technologicalRepresenting the ever expanding technologicaladvancements and opportunities that lie aheadadvancements and opportunities that lie ahead
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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
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Continuously
solving rootPROBLEMS
Add value to the organizationby developing your PEOPLE and
PARTNERS
The right PROCESS will produce the right results
LongTerm PHILOSOPHY
Principles 12-14
Principles 9 - 11
Principles 2 - 8
Principle 1
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Principle 1: Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals
People need purpose to find motivation and establish goals.
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Principle 2:Create a continuous process flow to bringproblems to the surface
Work processes are redesigned to eliminate waste (MUDA) through theprocess of continuous improvement (KAIZEN)
Principle 3:Use "pull" systems to avoid overproduction
A method where a process signals its predecessor that more material isneeded
Principle 4:Level out the workload (heijunka)(Work like the tortoise, not the hare)
This helps achieve the goal of minimizing waste (MUDA), not overburdeningpeople or the equipment (MURI),and not creating uneven production levels
(MURA)
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Principle5: Build a culture of stopping the production line to fixproblems, to get quality right the first time
Any employee in the Toyota Production System has the authority to stop theprocess to signal a quality issue.
Principle 6: Standardized tasks and processes are the foundation forcontinuous improvement and employee empowerment
It empowers the employee to aid in the growth and improvement of the company.
Principle 7: Use visual control so no problems are hidden
Included in this principle is the 5S Program(Sort,Straighten,Shine,Standardize,Sustain)
Principle 8: Use only reliable, thoroughly tested technology thatserves your people and processes.
Technology is pulled by manufacturing, not pushed to manufacturing.
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Principle 9:Grow leaders who thoroughly understand the work,live the philosophy, and teach it to others
Principle 10:Develop exceptional people and teams who followyour company's philosophy
Teams should consist of 4-5 people and numerous management tiers.
Success is based on the team, not the individual
Principle 11:Respect your extended network of partners and
suppliers by challenging them and helping them improveToyota treats suppliers much like they treat their employees, challenging
them to do better and helping them to achieve success
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Principle 12: Go and see for yourself to thoroughlyunderstand the situation
Toyota managers are expected to "go-and-see" operations. Without experiencing
the situation firsthand, managers will not have an understanding of how it can beimproved.
Principle 13: Make decisions slowly by consensus, thoroughlyconsidering all options; implement decisions rapidly
Principle 14: Become a learning organization through relentlessreflection and continuous improvement
The process of becoming a learning organization involves criticizing every aspectof what one does.
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THANK -YOU
We place the highest value on actualimplementation and taking action.
Fujio ChoPresident,Toyota Motor Corporation2002
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