The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer by Jeffrey Liker Summary and Reviews
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Book Reviews of The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer
Book Review: A must read for all lean practitioners!
Summary: 5 Stars
Like three books in one this book covers the history of the Toyota Way, the 14 principals of the Toyota Way, and how organizations can apply the Toyota Way. While it is not a quick read it does read well for a "business book".
This book emphasizes the philosophy and long term thinking that embody the foundation of the Toyota Way. While many lean practitioners are familiar with the tools of the Toyota Production System (TPS) not all understand why Toyota has been able to apply them so effectively. It all comes down to the culture created by the Toyota Way; described in the book as a consistent way of thinking, a total management philosophy, focus on total customer satisfaction, an environment of teamwork and improvement, a never ending search for a better way, quality built in process, organized & disciplined workplace, and evolutionary.
The book goes into depth on several concepts that make the Toyota Way different from most Western companies. These include Hansei (self reflection), Genchi Genbutsu (personal involvement), Hoursnsou (method for receiving advise), Jishuken (voluntary study groups), and Nemawashi (consensus building).
Book Review: A must-read for anyone in manufacturing
Summary: 4 Stars
I have been in manufacturing for twenty years and this book is one of 8 or 10 that I would say are bedrock foundations for the field. So why not 5 stars? That is the key question in this often over-hyped book. The Toyota Way is a tool-chest full of useful methods to implement in any sort of factory. It is an outstanding basis for a class of any length on manufacturing methods and can apply as well to a construction equipment factory as it does to making kitchen cabinets in a garage (I have applied in both situations). Ultimately, though, it is not a bible.
This is fallacy with the Toyota Way and how it is usually presented. So many people see it as the only book to use in setting up manufacturing and it is far from that. Pick and choose from the many techniques in the book, experiment with them, and reflect with true Hanshei on what applies to your business (or garage).
Book Review: A very good value
Summary: 5 Stars
I've seen other books on "Lean" and "Lean Production" carrying much higher prices for less than half the content. This book is a good value and easy read - explains the history of Toyota and then carries their expansion and influence across the water to the US and our challenges. I'm not necessarily obsessed with Toyota - the principles actually started with Ford and the book aptly gives credit to Henry as well.Book Review: Another team member's perspective
Summary: 3 Stars
Liker's book gives an accurate and thorough account of the (theoretical) principles which form the basis of "The Toyota Way." In this regard, the book is useful and instructive. If you want to gain a good understanding of TPS, heijunka, etc., then you will find what you're looking for in Liker's work.However, the gushing tone of the book (and the nearly heroic portrayal of some Toyota executives) make Liker come across as more of a cheerleader than an impartial observer/journalist.
This could have been a truly excellent book if Liker had broadened his coverage a bit to include the perspectives of more rank-and-file employees. As it stands, the The Toyota Way reads more like an infomercial than an objective piece of journalism.
Toyota is a truly world-class company, and most Toyota team members are grateful to be working for a company that seems to genuinely value its employees. Nonetheless, there is a significant gap between the real Toyota and the idyllic worker's paradise that Liker depicts.
Book Review: Applying Visual Control Principle to Your Projects/Processes
Summary: 4 Stars
I recently had a senior executive in my company send me a template for what was labeled an "A-3 form". He said he wanted all his managers to use the form to map out their proposed projects and processes. He suggested that we buy a copy of Jeffrey Liker's book to understand it's basis. I bought and read the book, and found Chapters 13 & 14 particularly helpful in understanding the need and purpose for such a form. It provided some detailed insight on how to complete the form in a way that it best serves its purpose. It explained and illustrated the some of the less intuitive aspects such as the "root cause analysis". Although the book showed the A-3 document in a format labeled PDCA (Plan-Do-Check-Act) and the Toyota form actually sent from my boss was labeled (Plan-Do-Learn), the contents were essentially the same. For anyone wanting to better visualize their processes and projects quicker, I highly recommend this book to see how Toyota has successfully applied "a picture is worth a thousand words" to their standardized reporting procedure.