The Toyota Way, Second Edition: 14 Management Principles from the World's Greatest Manufacturer (Scienze) - Tapa dura

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Jeffrey K. Liker, Ph.D., author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering at the University of Michigan and coowner of lean consulting firm Optiprise, Inc. His Shingo-Prize winning work has appeared in The Harvard Business Review, Sloan Management Review, and other leading publications.

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JeffLiker's The Toyota Way has long been the definitive classic text thattakes you inside Toyota’s culture and management system. This revised editionshould be required reading for anyone wishing to develop thinking, passionatepeople who create a truly outstanding organization in any industry.

--JohnShook, former Toyota manager and former CEO, Lean Enterprise Institute

Excellence is, by definition, deviancefrom the norm.  When data suggests that a company has been excellent formany years, it guarantees that the company has a philosophy others cannotcomprehend or execute. In this powerful book the author brilliantly unfoldswhat normally cannot be understood.  It is a must read. 

--Robert E. Quinn, co-author of TheEconomics of Higher Purpose and Professor of Management and Operations,Ross School of Business, University of Michigan

Toyotais undergoing an historic transformation, aided along the way by the speed andflexibility the Toyota Production System (TPS) provides. While many thingswill change on our journey, the fundamentals of Toyota’s DNA will remain thesame. Jeff Liker’s deep understanding of Toyota and its culture, as defined by TheToyota Way, and his decades-long study of Toyota’s operational know-how ispractical and relevant now, more than ever. 

--ChrisNielsen, Executive Vice President, Product Support & Chief Quality Officer,Toyota Motor North America

You can'treally copy Toyota's solutions, but you can emulate a scientific way ofdeveloping solutions and blaze your own trail. The principles of Toyota'smanagement system allow Toyota to stay in step with changing environments andmeet customer needs better than competitors. Jeff Liker's The Toyota Wayis your ringside seat to how Toyota develops a scientific way of thinking andmobilizes the creative capability of its people. You may be surprised by whatyou and your team can achieve!

--MikeRother, Authorof the bestselling Toyota Kata and The Toyota Kata Practice Guide

Toyota'sprinciples and practices were foundational at Starbucks, as they can be for anybusiness, including retail and service companies. This new edition of TheToyota Way, filled with non-manufacturing examples, should be requiredreading for any modern business leader.

--ScottHeydon, former Vice President of Global Strategy at Starbucks Coffee Company

New technology isdisrupting the automotive industry dramatically and on a massivescale. Toyota is responding by seeking to strengthen its core values anddevelop new capabilities in software and mobility services. Jeff Liker hasbrought together both objective data and expert analysis, and has delivered athought-provoking, insightful narrative on the Toyota Way to navigating challenges.

 --JamesKuffner, PhD, CEOof Toyota Research Institute-Advanced Development and Toyota Director

An update adding value by providing moreguidance for successful implementation of a company excellence system. Theadditional material on lean deployment characteristics, developing habits, workgroup structure and leader development, lean in a digital age and value streammapping provide a useful insight for all companies in the ever changing,unpredictable digital world.

--Nicholas Day, Head of Airbus OperatingSystem in France, Central Function, Airbus SAS

In the second edition of The Toyota Way, Dr. Liker brings hisvaluable insights on execution, the importance of people, and the behaviors ofeach and every employee that eventually shape an organization's culture. Itdawns on the reader that it's not just the tools and methods that makes the ToyotaProduction System what it is, but the relentless focus on incrementalimprovement using meaningful gemba walks, structured toolsets or"scientific thinking," and the role management plays in promoting thedesired behaviors that over time get ingrained in the way work isperformed.   

--Vic Ganesan, DirectorOperations Excellence, thyssenkrupp Materials NA