Transform your company the Toyota way! Two essential guides streamlined into a SINGLE EBOOK PACKAGE Toyota. The name says it all: Innovation. Efficiency. Quality. Excellence. The Toyota Way—Management Principles and Fieldbook explains how the legendary automaker consistently achieves the highest levels of manufacturing and business success—and how you can achieve similar results with your own organization, regardless of your industry. Discover Toyota’s methods then learn how to put them to practical use with these groundbreaking books: The Toyota Way—INTERNATIONAL BESTSELLER! The Toyota Way reveals the management principles behind Toyota's worldwide reputation for quality and reliability. Dr. Jeffrey Liker, the global expert on Toyota's Lean methods, explains how you can implement the company’s principles to: 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 Dramatically improve your products and services The Toyota Way Fieldbook Written as a companion volume to The Toyota Way, this hands-on guide takes the lessons of Toyota to the next level. Liker teams up with Toyota veteran David Meier to provide the diagnostic tools, worksheets, and exercises you need to craft the most effective approach for your organization. Learn how to: Develop leaders that “live” your system Transform your company into a true lean learning organization Create a culture of continuous improvement and innovation Meet all the needs of your customers Position your company for long-term success

Four E-Books in One The Toyota Way TOYOTA. The name signifies greatness—world-class cars and game-changing business thinking 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 international bestsellerThe Toyota Way written by Jeffrey Liker, 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. The Toyota Way Fieldbook The Toyota Way Fieldbook is a companion to the international bestseller The Toyota Way . The book builds on the philosophical aspects of Toyota's operating systems by detailing the concepts and providing practical examples for application that leaders need to bring Toyota's success-proven practices to life in any organization.. The Toyota Way to Lean Leadership In The Toyota Way to Lean Leadership, Jeffrey Liker and Gary L. Convis present a four-step model top leaders can use to create a culture dedicated to continuous improvement. The authors provide the tools to getting employees to refocus their efforts—from simply performing their singular function to delivering value across all functions. Managers learn how to foster self-development in every employee, at every level; put each employee in the position to develop others; and remove obstacles and set the types of goals that ensure every team contributes to continuous improvement and the attainment of long-term goals. The Toyota Way to Continuous Improvement In The Toyota Way to Continuous Improvement, Jeffrey Liker, bestselling author, teams up with former Toyota production engineer James Franz to explain the underlying thinking behind continuous improvement and why any company needs a disciplined approach to process improvement in every part of the organization. Liker and Franz outline the common mistakes in thinking that limit results, and they reveal how Toyota achieves its dual objectives of improving business performance and developing its people through following Dr. W. Edwards Deming’s teachings of Plan-Do-Check-Adjust (PDCA).

The ability to bring new and innovative products to market rapidly is the prime critical competence for any successful consumer-driven company. All industries, especially automotive, are slashing product development lead times in the current hyper-competitive marketplace. This book is the first to thoroughly examine and analyze the truly effective product development methodology that has made Toyota the most forward-thinking company in the automotive industry. Winner of the 2007 Shingo Prize For Excellence In Manufacturing Research! In The Toyota Product Development System: Integrating People, Process, and Technology, James Morgan and Jeffrey Liker compare and contrast the world-class product development process of Toyota with that of a U.S. competitor. They use extensive examples from Toyota and the U.S. competitor to demonstrate value stream mapping as an extraordinarily powerful tool for continuous improvement. Through examples and case studies, this book illustrates specific techniques and proven practices for dealing with challenges associated with product development, such as synchronizing multiple disciplines, multiple function workload leveling, compound process variation, effective technology integration, and knowledge management. Readers of this book can focus on optimizing the entire product development value stream rather than focus on a specific tool or technology for local improvements.

The Toyota Way Fieldbook is a companion to the international bestseller The Toyota Way. The Toyota Way Fieldbook builds on the philosophical aspects of Toyota's operating systems by detailing the concepts and providing practical examples for application that leaders need to bring Toyota's success-proven practices to life in any organization. The Toyota Way Fieldbook will help other companies learn from Toyota and develop systems that fit their unique cultures. The book begins with a review of the principles of the Toyota Way through the 4Ps model-Philosophy, Processes, People and Partners, and Problem Solving. Readers looking to learn from Toyota's lean systems will be provided with the inside knowledge they need to Define the companies purpose and develop a long-term philosophy Create value streams with connected flow, standardized work, and level production Build a culture to stop and fix problems Develop leaders who promote and support the system Find and develop exceptional people and partners Learn the meaning of true root cause problem solving Lead the change process and transform the total enterprise The depth of detail provided draws on the authors combined experience of coaching and supporting companies in lean transformation. Toyota experts at the Georgetown, Kentucky plant, formally trained David Meier in TPS. Combined with Jeff Liker's extensive study of Toyota and his insightful knowledge the authors have developed unique models and ideas to explain the true philosophies and principles of the Toyota Production System.

Lean Thinking was launched in the fall of 1996, just in time for the recession of 1997. It told the story of how American, European, and Japanese firms applied a simple set of principles called 'lean thinking' to survive the recession of 1991 and grow steadily in sales and profits through 1996. Even though the recession of 1997 never happened, companies were starving for information on how to make themselves leaner and more efficient. Now we are dealing with the recession of 2001 and the financial meltdown of 2002. So what happened to the exemplar firms profiled in Lean Thinking? In the new fully revised edition of this bestselling book those pioneering lean thinkers are brought up to date. Authors James Womack and Daniel Jones offer new guidelines for lean thinking firms and bring their groundbreaking practices to a brand new generation of companies that are looking to stay one step ahead of the competition.

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: Eliminating wasted time and resources Building quality into workplace systems Finding low-cost but reliable alternatives to expensive new technology Producing in small quantities Turning every employee into a qualitycontrol inspector

Journalist Magee explores Toyotas past and present in order to reveal how this car company has sustained such tremendous success. The lessons that Magee explains here can be valuable for managers in all disciplines and industries.

"Toyota Kata gets to the essence of how Toyota manages continuous improvement and human ingenuity, through its improvement kata and coaching kata. Mike Rother explains why typical companies fail to understand the core of lean and make limited progress—and what it takes to make it a real part of your culture." —Jeffrey K. Liker, bestselling author of The Toyota Way "[Toyota Kata is] one of the stepping stones that will usher in a new era of management thinking." —The Systems Thinker "How any organization in any industry can progress from old-fashioned management by results to a strikingly different and better way." —James P. Womack, Chairman and Founder, Lean Enterprise Institute "Practicing the improvement kata is perhaps the best way we've found so far for actualizing PDCA in an organization." —John Shook, Chairman and CEO, Lean Enterprise Institute This game-changing book puts you behind the curtain at Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower. Drawing on six years of research into Toyota's employee-management routines, Toyota Kata examines and elucidates, for the first time, the company's organizational routines--called kata--that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as: How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers? Mike Rother explains how to improve our prevailing management approach through the use of two kata: Improvement Kata--a repeating routine of establishing challenging target conditions, working step-by-step through obstacles, and always learning from the problems we encounter; and Coaching Kata: a pattern of teaching the improvement kata to employees at every level to ensure it motivates their ways of thinking and acting. With clear detail, an abundance of practical examples, and a cohesive explanation from start to finish, Toyota Kata gives executives and managers at any level actionable routines of thought and behavior that produce superior results and sustained competitive advantage.

This book reports on cutting-edge research and developments in manufacturing, giving a special emphasis to solutions fostering automation, sustainability and health, safety and well-being at work. Topics cover manufacturing process analysis and optimization, supply chain management, quality control, as well as human factors and logistics. They highlight the role and advantages of intelligent systems and technologies, discussing current best-practices and challenges to cope with in the near future. Based on proceedings of the 32nd edition of the International Conference on Flexible Automation and Intelligent Manufacturing, FAIM 2023, held on June 18–22, 2023, in Porto, Portugal, this second volume of a 2-volume set provides academics and professionals with extensive information on innovative strategies for industrial management in the era of industry 5.0.

Lean Organization for Excellence describes the right way to implement lean thinking inside both manufacturing and service industries. After explaining the origins of the concept and discussing 'wastes' and value added, the book aims to set out a precise path of action. To this end, the so-called Hoshin Kanri method of defining business objectives and targets is explained, and a Value Stream Mapping tool that serves to identify all wastes is described. Subsequent chapters cover each of the TPS (Toyota Production System) tools, from 5S to SMED, and special attention is devoted to the Ducati case study, in which tools such as 5S and Kanban are applied. Lean metrics and the innovative Value Stream Accounting are discussed, and the closing chapter focuses on Lean Office for the service industry. Each chapter includes illustrations and tables relating to practical cases concerning the subject under consideration, based on real consultancy experiences.