Toyota Way Case Study

1265 Words 5 Pages
• The Toyota Way illustrates 14 principles based on the authors 20 years of studying the company—these 14 Principles shape the underlying foundation of the unique management methods to lean manufacturing. This unique method is termed—“Toyota Production System” (TPS). But its continued success at implementing these tools comes from its philosophy--The Toyota Way, which is based on an understanding of people and what motivates them.
• Liker contends that Toyota’s success stems from using the tools and quality improvement methods that make up TPS, thus turning operational excellence into a strategic weapon. Some of these tools consist of Just-in-time, one piece flow, jidoka, and heijunka. ). But its continued success at implementing these tools
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Through generations of consistent leadership Toyota’s culture remained deep rooted within the company. Toyota developed their extraordinary style of leadership and management principles thru hands on training, learning by doing, working hard on the shop floor, and problem solving. The goal was not to create a fortune but rather, create an opportunity to contribute their successes to the world.
• Toyota also acquired knowledge on the teachings of Deming; Ford-(discovered the idea of continuous material flow to develop an efficient one piece flow system flexible enough to changed based on customer demand); and US Supermarkets replacing products as customers purchased products.
• Toyota discovered that flexibility was key to operations. Toyota, unlike Ford and GM who used economies of scale and big equipment for mass production, realized flexibility was key to operations. The need to be flexible led to the critical discovery that when lead times are short and production lines are kept flexible, higher quality, better customer response, better productivity, and better utilization of equipment and space
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Management should live by the long term philosophy of encouraging the people they are leading and should recruite internally in order to combine leadership skills with in-depth experience and knowledge of the work accomplished in the organization. Employees at all levels of the organization should be trained in problem solving skills and participate in the implementation of all the tools in the production environment to reach consensus on the work involved.

• Liker ends by offering tips for transitioning to a lean organization

1. Start with action in the technical system followed by cultural change.
2. Learn by doing first and training second.
3. Start with value stream pilots as a means of demonstrating lean as a system.
4. Use value stream mapping to develop future visions.
5. Use Kaizen workshops to teach and make rapid changes
6. Organize around value streams.
7. Make the move to lean mandatory.
8. Understand lean leadership is a long-term learning process.
9. Realign metrics with a value stream perspective.
10. Build your company’s own roots to develop its own Toyota way.
11. Hire or develop lean leaders and create a system of succession
12. Use experts for teaching for quick

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