The Toyota Way

出版者:McGraw-Hill Education

作者:Jeffrey Liker

页数:330

出版时间:2004-1-7

价格:USD 32.00

装帧:Hardcover

isbn号码:9780071392310

具体描述

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Publisher Comments:

"This book will give you an understanding of what has made Toyota successful and some practical ideas that you can use to develop your own approach to business."--Gary Convis, Managing Office of Toyota Fewer man-hours. Less inventory. The highest quality cars with the fewest defects of any competing manufacturer. In factories around the globe, Toyota consistently raises the bar for manufacturing, product development, and process excellence. The result is an amazing business success story:steadily taking market share from price-cutting competitors, earning far more profit than any other automaker, and winning the praise of business leaders worldwide.

The Toyota Way reveals the management principles behind Toyota's worldwide reputation for quality and reliability. Dr. Jeffrey Liker, a renowned authority on Toyota's Lean methods, explains how you can adopt these principles--known as the "Toyota Production System" or "Lean Production"--to improve the speed of your business processes, improve product and service quality, and cut costs, no matter what your industry.

Drawing on his extensive research on Toyota, Dr. Liker shares his insights into the foundational principles at work in the Toyota culture. He explains how the Toyota Production System evolved as a new paradigm of manufacturing excellence, transforming businesses across industries. You'll learn how Toyota fosters employee involvement at all levels, discover the difference between traditional process improvement and Toyota's Lean improvement, and learn why companies often think they are Lean--but aren't.

The fourteen management principles of the Toyota Way create the ideal environment for implementing Lean techniques and tools. Dr. Liker explains each key principle with detailed, examples from Toyota and other Lean companies on how to:

1.Foster an atmosphere of continuous improvement and learning

2.Create continuous process "flow" to unearth problems

3.Satisfy customers (and eliminate waste at the same time)

4.Grow your leaders rather than purchase them

5.Get quality right the first time

6.Grow together with your suppliers and partners for mutual benefit

Dr. Liker shows the Toyota Way in action, then outlines how to apply the Toyota Way in your organization, with examples of how other companies have rebuilt their culture to create a Lean, learning enterprise. The Toyota Way is an inspiring guide to taking the steps necessary to emulate Toyota's remarkable success.

1.What can your business learn from Toyota?

2.How to double or triple the speed of any business process

3.How to build quality into workplace systems

4.How to eliminate the huge costs of hidden waste

5.How to turn every employee into a quality control inspector

6.How to dramatically improve your products and services!

With a market capitalization greater than the value of General Motors, Ford, and Chrysler combined, Toyota is also, (by far), the world's most profitable automaker. Toyota's secret weapon is Lean production--the revolutionary approach to business processes that it invented in the 1950's and has spent decades perfecting. Today businesses around the world are implementing Toyota's radical system for speeding up processes, reducing waste, and improving quality.

The Toyota Way, explain's Toyota's unique approach to Lean--the 14 management principles and philosophy that drive Toyota's quality and efficiency-obsessed culture. You'll gain valuable insights that can be applied to any organization and any business process, whether in services or manufacturing. Professor Jeffrey Liker has been studying Toyota for twenty years, and was given unprecedented access to Toyota executives, employees and factories, both in Japan and the United States, for this landmark work. The book is full of examples of the 14 fundamental principles at work in the Toyota culture, and how these principles create a culture of continuous learning and improvement. You'll discover how the right combination of long-term philosophy, process, people, and problem solving can transform your organization into a Lean, learning enterprise--the Toyota Way.

Synopsis:

"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.

Synopsis:

This work explains how any manager can implement the management principles and business philosophy that are the basis of Toyota's reputation for high quality and profitability. These principles include eliminating wasted time and resources, and building quality into workplace systems.

Synopsis:

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:

1.Eliminating wasted time and resources

2.Building quality into workplace systems

3.Finding low-cost but reliable alternatives to expensive new technology

4.Producing in small quantities

5.Turning every employee into a qualitycontrol inspector

Book Dimension

Height (mm) 228 　　　　　 Width (mm) 160

作者简介

傑弗瑞．萊克 Jeffrey K. Liker

現任密西根大學工業與作業工程系教授，為該校日本技術管理課程、精實製造與產品發展方法證書課程共同創辦人暨主任。曾經四度贏得新鄉卓越獎（Shingo Prize for Excellence），該獎項為紀念豐田生產制度的創造者新鄉重夫所設立的。萊克教授同時也是專門提供精實專長與供應鏈管理顧問服務的Optiprise管理顧問公司首席顧問，經常在《哈佛商業評論》、《史隆管理評論》及其他知名期刊上發表對豐田汽車公司的研究論述，所編撰的《邁向精實》（Becoming Lean）因對製造業提出精闢研究而於1998年贏得新鄉獎。

读后感

As the 14 principles in this book, the tools/method is only the last thing. The most important is the organization's philosophy. Let's come back to this Toyota crises, Toyota gave up the 1st principle of it. <Base your management decisions on a ...

As the 14 principles in this book, the tools/method is only the last thing. The most important is the organization's philosophy. Let's come back to this Toyota crises, Toyota gave up the 1st principle of it. <Base your management decisions on a ...

As the 14 principles in this book, the tools/method is only the last thing. The most important is the organization's philosophy. Let's come back to this Toyota crises, Toyota gave up the 1st principle of it. <Base your management decisions on a ...

这本书应该算是精益生产方面的经典了，上大学时粗略翻过，因为近来的几个项目都是制造类的，所以又找来认真读下。 书里指出了很多企业在执行Lean时最大的问题：Most companies attempts to implement lean have been fairly superficial........focusing too heavily on a set...  

这本书应该算是精益生产方面的经典了，上大学时粗略翻过，因为近来的几个项目都是制造类的，所以又找来认真读下。 书里指出了很多企业在执行Lean时最大的问题：Most companies attempts to implement lean have been fairly superficial........focusing too heavily on a set...  

用户评价

这本书的深度远超出了制造业的范畴，它提供了一套普适性的系统思考框架。我尤其欣赏它对“目视管理”的推崇，那不仅仅是贴上标签或划清界限那么简单，而是一种将复杂信息快速、直观地传达给所有相关人员的艺术。在信息爆炸的时代，我们的大脑被过载的信息淹没，而丰田的方法论提供了一种“减噪”的策略。通过看板（Kanban）、清晰的流程图和标准作业表，任何一个路过的人都能立即判断“当前状态”是否正常，以及“期望状态”是什么。这种透明度是建立信任和快速反应的基础。我尝试将这种理念应用到我的个人时间管理中，例如，用更清晰的可视化工具来追踪我的长期项目进度，而不是依赖于脑子里的模糊记忆。一旦我把“流程”可视化了，那些隐藏的瓶颈和不必要的返工行为就立刻暴露无遗。这本书教会我的，是如何通过精心的设计，让流程“自我管理”，而不是事事都需要老板的指令或干预。

坦白说，这本书的语言风格并非那种轻描淡写的励志鸡汤文，它显得异常的务实和严谨，甚至带有一丝学究气的厚重感，但正是这种沉稳，赋予了它强大的说服力。阅读过程中，我最大的体会是其对“尊重人”这一核心价值的强调。这与许多西方管理学著作中将员工视为“资源”的提法有着本质的区别。丰田的管理哲学似乎更倾向于将员工视为解决问题的“伙伴”和“专家”。书中对“安灯拉”（Andon）系统的描述，让我对赋权有了全新的理解——让生产线上的任何一个人都有权力和义务喊停整个系统，这需要的不仅仅是流程设计，更是对个体判断的深度信任。这种信任文化是建立在严格的标准化和持续的教育培训之上的。它要求管理者退后一步，提供清晰的框架和工具，然后放手让一线员工去“打磨”他们的工作。我个人认为，这是该书最具前瞻性的部分之一，因为它预示着未来组织形态的发展方向：更加扁平化、更依赖于知识共享和自主决策的小团队。这绝不是简单地“听取员工意见”，而是一种系统性的、将决策权下放的机制设计。

这部书的理念简直是颠覆了我过去对制造业乃至所有组织管理方式的认知。我一直以为，效率的提升无非就是更严格的规章制度和更快的生产速度，但《丰田之道》彻底打开了我的眼界。它不是一本教你如何“做”某件事的操作手册，而是一本深入骨髓的哲学指南，告诉你“为什么”要那样做。书中对“精益”的阐述，那种对浪费的零容忍态度，简直是令人震撼。它不只是关于库存的减少或流程的优化，而是关于如何培养员工的思维方式，让他们在每一个环节都能主动识别并消除“不增值”的活动。我记得书中提到一个例子，关于一个看似微不足道的工具摆放问题，如果用丰田的眼光去看，那就是一个巨大的潜在浪费源头。这种由内而外的革新，不是靠引进昂贵的自动化设备就能实现的，它需要的是一种文化的沉淀，一种自上而下、又自下而上地推动的持续改善的动力。读完后，我立刻开始审视我工作中的每一个环节，那些过去被我视为“理所当然”的步骤，现在看来充满了可以被精简、被优化的空间。那种感觉就像是，你终于学会了如何用显微镜观察世界，每一个细节都充满了意义。

如果非要说这本书有什么“缺点”，那可能就是它要求读者付出极大的耐心和专注力去消化。它不是那种读完就能让你立刻获得“速效成功”的秘籍。相反，它更像是一本需要反复研读、并在实践中不断对标和反思的教科书。书中对“和魂”（Wa）的强调，即团队和谐与集体智慧的重要性，对于习惯了个人英雄主义和单打独斗的职场人士来说，可能需要一个适应过程。它要求我们放弃一些“捷径”，转而拥抱那个看似缓慢但更为坚实的基础建设过程。例如，书中详细论述了为什么“赶工”实际上是一种最大的浪费，因为它往往建立在不完善的标准和未经验证的假设之上。这种对“慢即是快”的深刻理解，需要读者有一个成熟的心态去接受。它挑战了当代社会追求即时反馈和快速迭代的普遍焦虑，提倡一种更具长期主义的视角来构建组织能力。

这本书最让我感到振奋的是它所蕴含的“永无止境的追求完美”的驱动力——即“改善永无止境”（Kaizen）。这种哲学不是一次性的项目，而是一种深入血液的生活方式。它将每一次失败都视为一次宝贵的学习机会，而不是需要掩盖的污点。书中对PDCA（计划-执行-检查-行动）循环的运用，被描绘得无比生动，它不是一个僵硬的工具，而是流动的思维模式。它鼓励我们在每一个设定的“标准”之上，都预留出进一步提升的空间。对我而言，这本书最大的价值在于重塑了我对“问题”的定义。在过去，问题是需要被解决掉的麻烦；而在“丰田之道”的视角下，问题是等待被发现的改进机会。这种视角的转换，彻底改变了我面对困难和挑战时的心态，变得更为积极和富有建设性。它提供了一种既脚踏实地（专注于解决眼前的具体问题），又高瞻远瞩（始终朝着更高的愿景努力）的实用主义哲学。

结合大量实例，用通俗易懂的语言，解读各种精益概念与其本质。 关键词： 1.多到现场 2.聚焦价值 3.流程式的思考和管理 4.暴露问题，解决问题 5.工具和现场呈现只是冰山一角，基础与核心是持续改善的文化。

结合大量实例，用通俗易懂的语言，解读各种精益概念与其本质。 关键词： 1.多到现场 2.聚焦价值 3.流程式的思考和管理 4.暴露问题，解决问题 5.工具和现场呈现只是冰山一角，基础与核心是持续改善的文化。

值得学习

值得学习

大学时的课外读物，今天翻了下，只记得JIT了～