From the library
The Toyota Way
Jeffrey K. Liker, 2004
In one paragraph
Liker's account of the Toyota Production System, organised as fourteen management principles across philosophy, process, people and problem solving. The argument is that the visible tools, kanban, andon, standard work, are downstream of a long-term philosophy and a habit of developing people, which is why copying the tools alone reliably fails. Most useful once you already run the process and want to know why it is not improving. Least useful as a starting point, because there is nothing to standardise yet.
Where this sits in the operating system
Systems Over Goals
Systems Over Goals
People & Relationships
Mental Models & Decision Frameworks
Key insights
The visible tools sit on top of a long-term philosophy and a habit of developing people, which is why copying the tools alone reliably fails.
Standardised work is the baseline improvement is measured from, not the finish line.
Stop the line to fix problems immediately. Surfacing defects early is cheaper than the flow it interrupts.
Recognise it early
The failure and the correction sit side by side deliberately. Read the left column asking whether any of it is already true of you.
Copying tools without philosophy
Hidden problems
No standard work
Big batches and overproduction
Manager-led improvements only
The same idea, argued differently
Ryan Deiss
Gene Kim, Kevin Behr, George Spafford
Dan Sullivan, Benjamin Hardy
Peter Drucker
The full breakdown
Before you close this
Naming the specific moment you will act roughly doubles the odds you do.
Reference
- Author
- Jeffrey K. Liker
- Published
- 2004
- Category
- Business
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