The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development (Anglais) Relié – 1 novembre 2011
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Description du produit
Présentation de l'éditeur
The Missing Link to Toyota-Style Success—LEAN LEADERSHIP
Winner of the 2012 Shingo Research and Professional Publications Award
“This great book reveals the secret ingredient to lean success: lean leadership. Not only is it a pleasure to read, but it is also deep and enlightening. This book is an absolute must-read for anyone interested in lean: it’s both an eye opener and a game changer.”
—Michael Ballé, Ph.D., coauthor of The Gold Mine and The Lean Manager
“This will immediately be recognized as the most important book ever published to understand and guide ‘True North Lean’ and the goal of perpetual business excellence.”
—Ross E. Robson, President and CEO, DnR Lean, LLC, and the original Director of The Shingo Prize
“An excellent book that will shape leadership development for decades to come.”
—Karen Martin, Principal, Karen Martin & Associates, and author of The Kaizen Event Planner
About the Book:
TOYOTA. The name signifies greatness— world-class cars and game-changing business thinking. One key to the Toyota Motor Company’s unprecedented success is its famous production system and its lesser-known product development program. These strategies consider the end user at every turn and have become the model for the global lean business movement.
All too often, organizations adopting lean miss the most critical ingredient—lean leadership. Toyota makes enormous investments in carefully selecting and intensively developing leaders who fit its unique philosophy and culture. Thanks to the company’s lean leadership approach, explains Toyota Way author Jeffrey Liker and former Toyota executive Gary Convis, the celebrated carmaker has set into motion a drive for continuous improvement at all levels of its business. This has allowed for:
- Constant growth: Toyota increased profitability for 58 consecutive years—slowing down only in the face of 2008’s worldwide financial difficulties, the recall crisis, and the worst Japanese earthquake of the century.
- Unstoppable inventiveness: Toyota’s approach to innovative thinking and problem solving has resulted in top industry ratings and incredible customer satisfaction, while allowing the company to weather these three crises in rapid succession and to come out stronger.
- Strong branding and respect: Toyota’s reputation was instrumental in the company’s ability to withstand the recalls-driven media storm of 2010.
But what looked to some to be a sinking ship is once again running under a full head of steam. Perhaps the Toyota culture had weakened, but lean leadership was the beacon that showed the way back.
In fact, writes Liker, the company is “as good and perhaps a better model for lean leadership than it ever has been.” of innovation and growth. Yet, Industry Week reports that just 2 percent of companies using lean processes can likewise claim to have had long-term success. What the other 98 percent lack is unified leadership with a common method and philosophy.
If you want to get lean, you have to take it to the leadership level. The Toyota Way to Lean Leadership shows you how.
Biographie de l'auteur
Jeffrey K. Liker, author of the popular Toyota Way books, is the acknowledged expert on Toyota processes and culture. He is Professor of Industrial and Operations Engineering at the University of Michigan and a teacher and consultant through Liker Lean Advisors. www.facebook.com/Jeffrey.Liker
Gary L. Convis is a former President and CEO of, and current consultant to, Dana Holding Corporation, a $6.1 billion supplier to the global automotive, commercial vehicle, and off-highway markets. He was the first General Manager of NUMMI and then became the first American President of Toyota’s largest plant outside Japan. Gary went on to serve as Executive Vice President and Managing Officer of Toyota.
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Commentaires client les plus utiles sur Amazon.com
The Toyota way of self-development focus on developing leaders so they can develop others, the main function of the leader is to produce more leaders not more followers.
Toyota don't carry traditional trainings like what other companies do in the most of the United State. The learning journey is very comprehensive, actionable, and effective for developing strong capable leaders that are able to impact everywhere in the company.
Also, you are going to see why Toyota prefer to bring problems to the surface rather than hiding them beyond a frustrating production system that is based on a lot of inventory and mass productivity. And how this affect the leadership development process.
The book pass greatly through the most common Toyota approaches of leadership development, and didn't miss either the main pillars of the TPS such as JIT.
There are a lot of stories, and a lot of interesting read.
Chapter 1 & 2 is a great introduction for the self-developing program. Also the book has started with how Toyota managed successfully to turn the recall crisis into lessons for continuous improvement to reach the perfection!
Chapter 3 focus on the coaching process, and Toyota way of Leadership and developing bottom, middle, and senior leaders as well as the Toyota approach of problem solving and how they use Kaizen in coaching people.
Chapter 4 is all about the removal of wasted motions and walking through innovation thinking using the daily Kaizen which would never relay on Copy & Paste from other plants.
Chapter 5 is my favorite chapter. I call it the Toyota way of Business Practice. It is like a MBO chapter (management by objectives) but with the unique and incredible Toyota Way. How Toyota perform the Strategic Planning process and set goal, targets, and plans and align them with the Company's vision.
It is just another great job from this author.
+ Topic is spot on: It's all about leadership
+ Describes what leadership is, and how to create more of it ("shu ha ri" which is Toyota's apprentice / Socratic Method model)
+ Answers common questions (can lean be copied by Western companies, how do I sustain gains)
- Would prefer more specific science from a wider pool of authors; credibility would benefit from citing more studies
- Some the figures and tables are not as well constructed and/or informative as I would have hoped
- Indirectly refer to workers as being at the bottom and leaders at the top despite periodically emphasizing the opposite - a mixed message that I hope they fix
> Neither verbose, nor concise - sort of an in between
Bottom line: Highly recommended, 5 stars. Hard to put down once I started reading it. Don't let 3 pro and 3 con dissuade you from getting this book; this book really gets to the heart of, "Why is lean so hard to copy?" The short answer they provide is that it can't because it must be created. Superb!
This covers one of the last Ps in LEAN: People. To me the 4 Ps are all interconnected, people determines the philosophy which determines the purpose and processes. Some parts are repetitive, but it's still well worth the money. The best is still the original Toyota way, more operational and down to earth