The Toyota Way : 14 Management Principles from the World's Greatest Manufacturer, 2nd Edition

The best-selling guide to Toyota’s legendary business philosophy and production system just got better—updated with important new frameworks and case examples for driving innovation and quality in any business today Since its first publication 17 years ago, The Toyota Way has been helping business leaders learn how to marry lean tools and methods with developing people to meet their key business challenges.

This fully revised edition builds on the original 14 management principles that have made it so popular, and includes new case examples from manufacturing and services. The revised model places scientific thinking at the center and explains how Toyota and other companies develop a fact-based way of solving problems in leaders and members at all levels of the organization. Deep observation and experimenting replace theorizing and assuming. In this book, the author delves below the surface of many lean six-sigma-agile programs to show readers how to align operational excellence with business strategies by developing people who:

• Value challenges to energize improvement with a purpose
• View lean systems as exposing problems for continuous improvement, not solutions to implement
• Lead high-performance teams to achieve seemingly impossible challenges
• Do detailed planning to breakdown complex challenges into smaller problems to solve, then address those problems one by one
• Take a disciplined approach to learning through rapid experimentation and reflection
• Build a culture of excellence built on mutual trust

Foreword (to the First Edition) by Gary Convis
Acknowledgments
Preface : The Wonderful Wacky World of Lean
Introduction - The Toyota Way : Using Operational Excellence as a Strategic Weapon

Part I : Philosophy : Long-Term Systems Thinking
Principle 1 : Base Your Management Decisions on Long-Term Systems Thinking, Even at the Expense of Short-Term Financial Goals

Part II : Process : Struggle to Flow Value to Each Customer
Principle 2 : Connect People and Processes Through Continuous Process Flow to Bring Problems to the Surface
Principle 3 : Use "Pull" Systems to Avoid Overproduction
Principle 4 : Level Out the Workload, Like the Tortoise, Not the Hare (Heijunka)
Principle 5 : Work to Establish Standardized Processes as the Foundation for Continuous Improvement
Principle 6 : Build a Culture of Stopping to Identify Out-of-Standard Conditions and Build in Quality
Principle 7 : Use Visual Control to Support People in Decision-Making and Problem Solving
Principle 8 : Adopt and Adapt Technology that Supports Your People and Processes

Part III : People : Respect, Challenge, and Grow Your People and Partners Toward a Vision of Excellence
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 Follow Your Company's Philosophy
Principle 11 : Respect Your Value Chain Partners by Challenging Them and Helping Them Improve

Part IV : Problem Solving : Think and Act Scientifically to Improve Toward a Desired Future
Principle 12 : Observe Deeply and Learn Iteratively (PDCA)
Principle 13 : Focus the Improvement Energy of Your People Through Aligned Goals at All Levels
Principle 14 : Learn Your Way to the Future Through Bold Strategy, Some Large Leaps, and Many Small Steps

Part V : Conclusion : Be Thoughtful and Evolve Your Enterprise
Grow Your Own Lean Learning Enterprise - Getting Ideas and Inspiration from the Toyota Way

Appendix : An Executive Summary and Assessment of the 14 Principles
Glossary
For Further Reading
Index